Agenda for a meeting of the WARWICKSHIRE COUNTY COUNCIL to be held at the SHIRE HALL, WARWICK on TUESDAY 9 SEPTEMBER 2008 at 10.00 a.m.
Please ensure all mobile devices (mobile telephones, blackberries etc) are turned off before the commencement of the meeting.
AGENDA
1. General
(1) Apologies for absence.
(2) Members’ Disclosures of Personal and Prejudicial Interests.
Members are reminded that they should declare the existence and nature of their personal interests at the commencement of the item (or as soon as the interest becomes apparent). If that interest is a prejudicial interest the Member must withdraw from the room unless one of the exceptions applies.
Membership of a district or borough council is classed as a personal interest under the Code of Conduct. A Member does not need to declare this interest unless the Member chooses to speak on a matter relating to their membership. If the Member does not wish to speak on the matter, the Member may still vote on the matter without making a declaration.
(2) Minutes
To confirm the minutes of the meeting held on 24 June 2008.
(4) Chair’s Announcements, Correspondence, Petitions.
2. Local Government and Public Involvement in Health Act 2007
Cabinet portfolio holder: Councillor Alan Farnell.
A report from the Strategic Director of Performance and Development is enclosed.
Council agenda 09-09-08.doc 1
3. Annual Report of the Chair of Resources, Performance and Development Overview and Scrutiny Committee.
The annual report of the Committee is enclosed.
4. Annual Report of Councillor Alan Cockburn, Cabinet Portfolio Holder for Resources.
The annual report from Councillor Alan Cockburn is enclosed.
5. Annual Report of Councillor Peter Fowler, Cabinet Portfolio Holder for Partnerships and Localities.
The annual report from Councillor Peter Fowler is enclosed.
6. Annual Report of Councillor Heather Timms, Cabinet Portfolio Holder for Corporate Services.
The annual report from Councillor Heather Timms is enclosed.
7. Matters referred from Cabinet
(1) Children in Care – The Pledge and Arrangements for the Children in Care Council.
Cabinet Portfolio Holder, Councillor Izzi Seccombe.
A report from the Strategic Director of Children, Young People and Families is enclosed. This recommends Members to endorse the Pledge and the Children in Care Council.
(2) Deprived Communities Environmental Improvements.
Cabinet Portfolio Holder – Councillor Chris Saint.
A report from the Strategic Director of Performance and Development is enclosed.
(3) 2008/09 Area Based Grant – New Allocations.
Cabinet Portfolio Holder – Councillor Alan Cockburn, Cabinet Member for Resources.
A report from the Strategic Director of Performance and Development is enclosed.
(4) 2007/2008 Final Revenue Outturn.
Cabinet portfolio holder – Councillor Alan Cockburn.
A report from the Strategic Director of Performance and Development is enclosed.
Council agenda 09-09-08.doc 2
(5) Developer Funded Scheme A426 Leicester Road, Rugby capital programme.
Cabinet Portfolio Holder – Councillor Alan Cockburn.
A report from the Strategic Director of Performance and Development is enclosed.
8. Member Question Time (Standing Order 7).
Cabinet portfolio holders and Chairs of Overview and Scrutiny Committees and Area Committees will be invited to respond to any questions from members. A period of up to one hour is allocated for question time. Extension beyond this time is at the discretion of the Chair.
9. Leader of the Council Question Time.
The Leader of the Council will respond to any questions from Members.
10. Any other items of urgent business.
To consider any other items that the Chair considers are urgent.
JIM GRAHAM Chief Executive
Shire Hall, Warwick August 2008
Enquiries regarding these agenda papers should be made to Pete Keeley, Member Services, Performance and Development Directorate. Tel: 01926 412450 Email: [email protected]
The agenda and reports are available in large print if requested.
Council agenda 09-09-08.doc 3 Minutes of the Meeting of Warwickshire County Council held on 24 June 2008
Present:
Councillor Peter Barnes (Vice Chair)(In the Chair)
Councillors John Appleton, George Atkinson, Sarah Boad, David Booth, John Burton, Les Caborn, Tom Cavanagh, Alan Cockburn, Gordon Collett, Jose Compton, Chris Davis, Jill Dill-Russell, Richard Dodd, Michael Doody, Alan Farnell, Anne Forwood, Peter Fowler, Eithne Goode, Richard Grant, Colin Hayfield, John Haynes, Martin Heatley, Pat Henry, Bob Hicks, Richard Hobbs, Doug Hodkinson, Richard Hyde, Mick Jones, Katherine King, Bernard Kirton, Nina Knapman, Joan Lea, Barry Longden, Susan Main, Frank McCarney, Helen McCarthy, Phillip Morris-Jones, Brian Moss, Tim Naylor, Mike Perry, Raj Randev, Jerry Roodhouse, John Ross, Chris Saint, Izzi Seccombe, Dave Shilton, Mota Singh, Ian Smith, Mick Stanley, Bob Stevens, June Tandy, Heather Timms, Sid Tooth, John Vereker, C.B.E., D.L., John Wells and John Whitehouse.
1. General
(1) Appointment of Vice Chair for the Meeting
Councillor June Tandy, seconded by Councillor Tim Naylor, proposed that Councillor Raj Randev be elected as Vice Chair for the meeting. There were no other nominations.
Resolved:
That Councillor Raj Randev be elected Vice Chair of the County Council for the meeting.
(2) Apologies for absence.
Apologies were received from Councillors Mrs Marion Haywood (Chair), Ken Browne, Richard Chattaway, Kam Singh and Ray Sweet, B.E.M.
(3) Members’ Disclosures of Personal and Prejudicial Interests.
Agenda Items 6, 7 & 8 – Annual Reports of the Adult and Community Services and Health Overview and Scrutiny Committees and the Cabinet portfolio holder for Adult, Health and Community Services.
Councillors Andy Dodd declared a personal interest in view of his employment with the Warwickshire Primary Care Trust.
Councillor Jill Dill-Russell and Barry Longden declared personal interests as relatives of both councillors were employed by the Warwickshire PCT.
Councillor Izzi Seccombe declared a personal interest as her mother was in care.
Agenda Item 12 – Contract Standing Orders for Schools.
The following Councillors declared personal interests as school governors.
Councillors John Appleton, George Atkinson, Peter Barnes, Sarah Boad, David Booth, Tom Cavanagh, Chris Davis, Alan Farnell, Anne Forwood, Peter Fowler, Richard Grant, Colin Hayfield, John Haynes, Bob Hicks, Richard Hobbs, Katherine King, Bernard Kirton, Frank McCarney, Helen McCarthy, Brian Moss, Tim Naylor, Jerry Roodhouse, John Ross, Chris Saint, Izzi Seccombe, Mota Singh, Ian Smith, Bob Stevens, June Tandy, Sid Tooth, John Vereker, C.B.E., D.L., John Wells and John Whitehouse.
Other Interests
Councillor Colin Hayfield declared a personal interest as non-executive member of the Warwickshire PCT.
Councillor Bob Stevens declared a personal interest as an associate member of the Warwickshire PCT.
(4) Minutes
The Chair indicated that an amended Appendix 3 to the Minutes relating to the Membership of Committees had been circulated before the meeting.
It was then Resolved:
That the minutes of the meeting held on 13 May 2008, as amended, be agreed as a correct record and be signed by the Chair.
(5) Chair’s Announcements, Correspondence, Petitions.
(i) Announcements
The Chair reminded Members of the benefits of the Council’s wood chipping service which reduced the mount of waste going to landfill. He drew attention to the latest wood chipping machinery that was available for inspection out side the Shire Hall for the duration of the meeting.
Members were also advised of the following:
• The Council has been recommended to receive ISO14001 certification in respect of environmental management system for all Directorates. • The Council’s Fostering Services had been assessed as outstanding by Ofsted. • The Family Information Services had been assessed under the Matrix arrangements and had exceeded the standards required to the extent that they were being recommended as excellent. • Successful Ofsted reports had been received in respect of the St Nicholas Primary School and the Wenbrook School at Nuneaton.
(ii) Petition
Councillor Jerry Roodhouse presented a petition from residents of Hillmorton expressing concern about the traffic conditions in the locality and requesting the Council to take action to alleviate the traffic conditions.
The Chair indicated that the petition would be submitted to the Area Committee for consideration.
2. Best Value Performance Report 2008
Councillor Bob Stevens, the Deputy Leader, presented a report which recommended the Council to approve the Bets Value Performance Report 2008-09.
Resolved:
That the Council approves the Best Value Performance Report 2008 for submission to the Audit Commission on the 30 June.
3. Endorsement of the New Warwickshire Local Area Agreement (2008- 11)
Councillor Peter Fowler, Portfolio Holder for Partnerships and Localities presented a report which recommended the Council to endorse the new LAA prior to Ministerial sign off at the end of June and implementation from July onwards.
Resolved:
That the Council approves the Local Area Agreement 2008-11 and notes implementation from 1 July 2008.
4. Overview and Scrutiny Core Work Programme.
Councillor Richard Grant, Chair of the Overview and Scrutiny Coordinating Group, presented the proposed core programme of work for 2008/09.
Resolved:
That the Council endorses the Overview and Scrutiny Core Work Programme for 2008/09 as set out in the report.
5. Modernisation of Council Suite
Councillor Alan Cockburn, Portfolio Holder for Resources, presented a report relating to schemes to improve and refurbish the Council Chamber, Committee Suite and related facilities.
During his presentation he expressed his appreciation to the officers in developing the schemes for consideration. He advised Members of the difficulties in preparing a full business case for the development and suggested that, bearing in mind issues relating to the future use of the courts accommodation, it would be in the Council’s interests to defer consideration of the refurbishment of the Council Chamber until these issues had been resolved. He drew attention to the pressing need to improve the Ante Chamber.
Councillor Cockburn, Cabinet Member for Resources, seconded by Councillor Bob Stevens, moved:
That no action be taken until a comprehensive plan, including the use of the courts, is completed.
Councillor Mrs June Tandy, seconded by Councillor Barry Longden then moved as an amendment:
That the Council agree the all inclusive scheme as outlined in section 4 and Appendix A of the report.
VOTE
On being put to the vote Mrs Tandy’s amendment was LOST by 19 votes to 34.
Councillor Alan Cockburn’s motion was then put to the vote and was CARRIED by 34 votes to 19.
6. Annual Report of the Adult and Community Services Overview and Scrutiny Committee
Councillor Frank McCarney, Chair of the Adult and Community Services Overview and Scrutiny Committee introduced the Committee’s annual report and expressed the Committee’s appreciation to partner organisations and the officers involved in the overview and scrutiny process.
Following comments about the use of the ambulance service for transporting dementia patients to hospitals for checks and about the number of days patients were spending in acute services, the report was noted.
7. Annual Report of the Health Overview and Scrutiny Committee
Councillor Jerry Roodhouse, Chair of the Health Overview and Scrutiny Committee introduced the Committee’s annual report and, in doing so, expressed the Committee’s appreciation to all involved in the work of the Committee.
The report was then noted.
8. Annual Report of Councillor Colin Hayfield, Cabinet portfolio holder for Adult, Health and Community Services.
Councillor Colin Hayfield, Portfolio Holder for Adult, Health and Community Services presented a report of the key activities and achievements within the Adult and Community Services portfolio over the past year and highlighted some of the challenges for the year ahead.
Following comments about the need to continue to build on the home care arrangements having regard to the number of days patients spent in hospitals and about the consultation arrangements in connection with the Camp Hill Health Centre, the report was noted.
9. Annual Report of Councillor Bob Stevens, the Deputy Leader.
Councillor Bob Stevens presented a report on his activities over the last year as Deputy Leader giving particular attention to ensuring the effective performance of the Council and health policy and commissioning.
Following comments about the involvement of both the National Institute for Health and Clinical Excellence and the Primary Care Trust in the selection of prescriptive drugs, the report was noted.
10. The Annual Governance Statement
Councillor Heather Timms, Portfolio Holder for Corporate Services, presented the Annual Governance Statement which the Council was required to publish following a review at least once a year, of the effectiveness of internal control. The Statement had been endorsed by the Cabinet.
She moved and was seconded by Councillor Bob Stevens that the Council approve the Statement.
Resolved with no one voting against:
That the Council approve the Annual Governance Statement.
11. Draft Statement of Accounts 2007-2008
Councillor Alan Cockburn, Portfolio Holder for Resources presented the report. He referred to a revised tables on pages 6, 25 and 31 of the draft Statement, which had been circulated at the meeting and moved that the Statement as amended be approved.
The draft Statement had been endorsed by the Cabinet.
In response to questions raised during the debate, Councillor Cockburn indicated that he would circulate information to all Members relating to:
• The current situation with small business loans, • The number of home shown in the Homes for Elderly figure • How small holdings were valued. • The reasons behind the figures for Libraries and Fire Stations.
Following discussion it was Resolved with no one voting against:
(1) That the Council approve the unaudited Statement of Accounts for 2007/2008 as amended.
(2) That the Council approve paragraph 9.4 as the Council’s policy statement on Minimum Revenue Provision for 2007/2008 and 2008/2009.
12. Contract Standing Orders for Schools
Councillor Heather Timms, Portfolio Holder for Corporate Services, presented a report which recommended the Council to approve revised Contract Standing Orders for Schools. The Standing Orders had been endorsed by the Cabinet and the Audit and Standards Committee.
Resolved:
That the Council approves the revised Standing Orders for Schools to enable them to take effect from the 1 September 2008.
13. Motion to Council (Standing Order 5)
To consider the following motion:
“Charging into Poverty"
Councillor Nina Knapman moved, Councillor Jill Dill-Russell seconded:
The Motion as set out on the printed Agenda.
Councillor Jose Compton, seconded by Councillor Les Caborn, then moved as an amendment.
That, with regard to building on our commitment to Dignity in Care, this Council:
(a) Notes with concern the report “Charging into Poverty” published by the Coalition on Charging in June 2008, which identifies that:
80% of people surveyed who no longer use care services say charges contributed to their decision to stop their support; A fifth (22%) of people surveyed who currently use support suggested they would stop if charges increased further; 29% of respondents do not feel their essential expenditure (related to impairment/health condition) is taken into account in financial assessments to pay charges. Meaning they have to choose between essential support and equally essential food, heating or utility bills; and Nearly three quarters (72%) of people surveyed believe the Government should think about the charges people pay for support at home in adult care reform plans.
(b) Believes that Government funding for adult social care has not kept pace with the demands of an ageing population, or the rising costs of living; and that combining this with fast increasing energy and fuel costs could lead to a dramatic rise in energy and fuel poverty;
(c) Resolves to write to Warwickshire’s MPs, the Local Government Association and the Secretary of State for Health, informing them of this motion and urging them to lobby Government requesting that a thorough review of the impact of charges for care services be undertaken; that the forthcoming care reform Green Paper addresses these issues and delivers a framework which is fair, affordable and sustainable; and that sufficient funding is allocated to local authorities to meet the growing pressure on social care budgets.
(d) Resolves to write to the Secretary of State for Business, Enterprise and Regulatory Reform, informing him of this motion and urging him to work closely with energy suppliers to reduce the risk of increased energy and fuel poverty.
Councillor Knapman, with the agreement of her seconder, accepted the amendment and withdrew her motion. (Differences to the motion printed on the Agenda are shown emboldened).
Councillor Compton’s motion was then put to the vote and was CARRIED with no Member voting against.
14. Member Question Time (Standing Order 7)
(1) Supplementary Business Rate
Councillor Phillip Morris-Jones asked Councillor Chris Saint, Portfolio Holder for Economic Development the following question:
"Has the Portfolio Holder for Economic Development received details yet of the consultation programme promised by the Government in respect of their proposed Supplementary Business Rate which, if added to the existing burdens on commerce and industry, will endanger employment prospects throughout the country".
Councillor Saint replied:
“Limited information is available at present although I understand the Council will be consulted as part of the Government’s consultation process which could commence during July.
I believe that any proposal will not involve a voluntary surcharge.”
Councillor Mike Perry then asked:
“Will the Council be sending a strong message to the Government that small businesses should not be liable for any increase in the Business Rate.”
Councillor Saint replied:
“The Supplementary Rate will be the subject of a Government consultation and the Council will look to be sympathetic to the needs of businesses.”
(2) Final Revenue Outturn 2007/08
Councillor John Haynes asked Councillor Alan Cockburn, Portfolio Holder for Resources, the following question:
“Does the Portfolio Holder agree that lack of foresight when producing the budget has resulted in £10.8m underspend and that community charge payers were misled?”
Councillor Cockburn, portfolio holder for Resources, replied:
“No I do not agree. The figure of £10.8m represents a snapshot of the budget on a particular date but is not a true reflection having regard to the money outside the control of the Council such as budgets for schools. This represents about 50% of the £10.8 m. The remainder is held by other services and working balances. Community Charge payers have not been misled.”
Councillor Haynes then asked:
“Can any of the amount held by schools be clawed back?”
Councillor Cockburn replied:
“This matter was debated earlier in the meeting.”
(3) Review of the Van Ban Policy
Councillor Jerry Roodhouse asked Councillor Martin Heatley, Portfolio Holder for the Environment, the following question:
“I would like to thank the Portfolio Holder for initiating a review of the Council’s outdated and draconian Van Ban Policy, currently in place at our Household Waste Recycling Centres, following my question to him at last month’s Council meeting. Can he please inform me how this review is progressing and at what point we will be able to scrutinise the options available to us to make it easier for the growing number of residents that are now using a 4x4 pick up truck as a family vehicle?"
Councillor Heatley replied:
“A project to review the policy has been commissioned with the Council’s Business Consultancy Team. The project is scheduled for completion by mid September and Members will be kept informed of the outcome.”
Councillor John Whitehouse then asked:
Several issues were raised relating to the van ban at the Council meeting on the 11 September 2007. Will the comments made then be taken into account during the review, in particular the use of a voucher scheme?”
Councillor Heatley replied:
“The comments made will be considered as part of the review. Members should not forget that the Council has made savings in the region of £500,000 through the van ban policy.”
(4) Anti-Social Behaviour and Partnership Working:
Councillor Jerry Roodhouse asked Councillor Richard Hobbs, Portfolio Holder for Community Protection, the following question:
“Can the Portfolio Holder tell me what progress is being made to develop a clear strategy with our partners to address anti-social behaviour and bring about practical solutions to those communities and individuals that are suffering from this behaviour?”
Councillor Hobbs replied:
“Work is being done with our partners under the LAA to prepare a strategy and action plan for the County. The Children, Young People and Families Directorate, Trading Standards, the Youth Offending Team and the Police are all involved.
Councillor Roodhouse then asked:
“When is it likely that the Strategy will be adopted?”
Councillor Hobbs replied:
“I will respond direct to Councillor Roodhouse regarding this date.”
Councillor Dave Shilton then asked:
“Was the Portfolio Holder aware that last evening the Warwick District Council appointed two officers to work with the County Council in the reduction of anti social behaviour.”
Councillor Hobbs replied:
“I was not aware of that specific development but it is welcomed.”
15. Leader of the Council Question Time
(1) Cost of Printing Documentation
Councillor Mrs June Tandy asked:
“What is the cost of the green folder of CPA documents that has been circulated to all Members?”
Councillor Alan Farnell replied:
“I do not know the actual cost of producing the documents referred to. The Council has previously held discussions about the publication of such information in connection with the Business Plan. Given the importance of the CPA inspection to the Council, it is only right and proper that we should show the CPA how the county is?”
(2) Regeneration Programme for Camp Hill
Councillor Sid Tooth asked:
“Regarding the delays now ensuing in Phase 3 of the Regeneration Programme for Camp Hill, is the Leader aware of the blight now affecting the area and what action if any does he propose to take to mitigate further degeneration of the quality of life for the people living in the houses earmarked for demolition and the surrounding area?”
Councillor Farnell replied
“Councillors and Government Ministers have visited Camp Hill to see the work being undertaken. The Public Utilities are required to make safe those houses earmarked for demolition before they are demolished. The situation is improving all the time. The Council will push as hard as can be for properties to be demolished and people moved as quickly as possible.”
(3) Performance of Schools
Councillor John Burton asked:
Jim Knight, Minister of State for Schools and Learners has praised the performance of certain schools in the county that are in danger of being closed such as the Ash Green School . Will the Leader be issuing a press statement on the issues?”
Councillor Farnell replied:
Ash Green School’s performance during 2008 means that it will be removed from the national challenge list.
The statement by Jim Knight was based on different results. Ash Green School was coming out of special measures and will get full support.
(4) Members Seminars
Councillor June Tandy asked:
“There have been a lot of Seminars for Members relating to CPA issues that have been supported by the administration but none relating to issues not supported by the administration. There was no opportunity to learn about the Eco Town proposals.”
Councillor Farnell replied:
“I would be happy to speak to the officers about a full seminar on the Eco Town proposals if required. All groups had been given the opportunity for group briefings on the issues.
I am opposed to the proposed Eco Town for many different reasons. It is always open to all Members to put a motion to the Council.”
(5) Waste Soil Recycling Plant at Judkins, Nuneaton.
Councillor John Ross asked:
“With regard to the local opposition to the waste soil recycling plant in Judkins, how can the leader help?”
Councillor Farnell replied:
“The decision relating to the waste soil recycling plant was made by the Regulatory Committee. The Membership of that Committee is from around the county. I understand there have been many representations from local people and, if the alleged concerns are true, I will write to the Environment Agency as Leader of the Council, asking them to refuse the licence for the plant if there is any shadow of doubt as to the safety of people in Nuneaton.”
Councillor Barry Longden then asked:
“Is the voting record of Member son the Regulatory Committee available?”
Councillor Farnell replied:
“No, that is not relevant to the points being made.”
16. Future of Post Offices in Warwickshire.
Councillor Chris Saint, Portfolio Holder for Economic Development presented the joint report from the Strategic Directors of Performance and Development and Environment and Economy.
The announcement from the Post Office had been circulated at the meeting along with a briefing note from both Strategic Directors.
Members were advised that the proposed closures would be considered under the overview and scrutiny process with a report being submitted to the 31 July Cabinet when the Council’s response would be agreed.
Members noted that the proposed closures impacted on the roles of both the Economic Development and the Resources, Performance and Development Overview and Scrutiny Committees. The Chairs of both Committees had discussed the matter and had agreed that the Economic Development Overview and Scrutiny Committee would take the lead. A meeting was to be held on the 22 July and three Members of the Resources, Performance and Development Overview and Scrutiny Committee had been nominated to attend. The meeting would be open to all Members to attend.
The Chair indicated that the Council would now have an opportunity to discuss the issues. He advised Members to submit specific comments to the officers in time for consideration by the Overview and Scrutiny Committee.
The Council adjourned from 12.45 p.m. to 2.15 p.m.
Members discussed several aspects of the proposed closures and expressed strong opposition to any closures for many reasons. In particular initial concern was expressed about the following issues:
• Any closures would have serious impact on rural communities, particularly those isolated villages with inadequate bus service provision. • The impact of any closures would be harder on the elderly and young mothers in the areas concerned. • The viability of village shops/post offices could be threatened if post offices services were removed. • The government action was needed to maintain the viability of posts offices. • There was some doubt over the accuracy of the information put forward by the Post Office relating to the areas served by individual by post offices and the officers would need to examine the information carefully. • There would be cross party support from all Members to the Council’s opposition to any closures. • Discussions would be held with partners and the views of MP’s should be obtained. • Whereas members would be strongly opposed to any closures, there would be a need to be aware of the experiences and actions taken in other parts of the country. This included the possible impact that financial support for one post office could have on other post offices.
If the Council was unable to prevent any of the closures consideration would need to be given to other issues such as • Wider use of mobile shops/ post offices/libraries and rural bus services. • Alternative uses for post offices.
Councillor Heather Timms, Portfolio Holder for Corporate Services, moved, it was duly seconded and Resolved:
(1) That the initial comments of the Council be taken into account in preparing a response from the County Council, in conjunction with our partners. (2) That the effect of the proposals should be reviewed thoroughly and all options for responding to the social and economic effects of the proposals be examined including any ways in which the Council can support local communities. (3) That the relevant Overview and Scrutiny Committees contribute to the preparation of a response to be considered by the Cabinet on the 31 July 2008.
Members noted that the Council’s response would be agreed by all parties.
17. Any other items of urgent business
There were no items of urgent business.
The Council rose at 3.00 p.m.
………………………………………… Chair.
Agenda No
AGENDA MANAGEMENT SHEET
Name of Committee Council
Date of Committee 9th September 2008
Report Title Local Government and Public Involvement in Health Act 2007 Summary This report seeks members views on the issues arising out of the Act and suggests a timeline for implementation.
For further information David Carter Jane Pollard please contact: Strategic Director of Corporate Legal Services Performance and Manager Development Tel: 01926 412565 Tel 01926 412045 [email protected] [email protected]
Would the recommended No. decision be contrary to the Budget and Policy Framework?
Background papers Local Government and Public Involvement in Health Act
Strong and Prosperous Communities - The Local Government White Paper Implementation Plan : One Year On
Report to Leaders Liaison Group on 28th February 2008
CONSULTATION ALREADY UNDERTAKEN:- Details to be specified
Other Committees ......
Local Member(s) X County Wide Matter
Other Elected Members X Members' Seminar on the Act held on 19th February 2008
Cabinet Member ......
Chief Executive ......
Legal X David Carter - Reporting Officer
Finance ......
Other Chief Officers ......
LGPIH Act 2007/Council9thSept08. 1 of 23
District Councils ......
Health Authority ......
Police ......
Other Bodies/Individuals ......
FINAL DECISION NO
SUGGESTED NEXT STEPS: Details to be specified
Further consideration by ...... this Committee
To Council X Further reports in October and December 2008
To Cabinet ......
To an O & S Committee ......
To an Area Committee ......
Further Consultation ......
LGPIH Act 2007/Council9thSept08. 2 of 23
Agenda No
Council - 9th September 2008
Local Government and Public Involvement in Health Act 2007
Report of the Strategic Director of Performance and Development
Recommendation
(1) The Council decides whether the proposals for a new Constitution should be based on either the Mayor and Cabinet Model or the Leader and Cabinet Model.
(2) Council makes such comments as it wishes on: • Delegation to Portfolio Holders and to individual Members • The budget and Policy Framework, key decisions and local choice functions • Call in Procedure • Councillor Call for Action • Any other matters
1. Background
1.1 On 19th February 2008 a seminar was arranged for Members on the Local Government and Public Involvement in Health Act 2007. This was followed up by a report to Leaders Liaison Group on 28th February 2008.
1.2 Since that date, a number of regulations have been issued bringing into force various sections of the Act. Under the 2007 Act, the Council must have approved its new governance arrangements by 31st December 2008 and the new arrangements must take effect after the 2009 local government elections.
1.3 This papers sets out some of the key issues which members will need to decide and suggests a timeline for implementation of the Act.
1.4 As a minimum, the new Act requires; ¾ The Council to adopt a new form of leadership model ¾ The Leader/ Mayor to determine a scheme of delegation for executive functions
LGPIH Act 2007/Council9thSept08. 3 of 23
¾ Changes to the Access to Information Rules to cover individual decision-making by members ¾ The Council to amend the Constitution in light of the above decisions
2. Leadership Model
2.1 Under the provisions of the Act the Council must choose one of 2 new models of leadership. In both cases the Leader has a 4 year mandate;
(i) A strengthened leader and cabinet model
(ii) A strengthened mayor and cabinet model
There is no longer the option of a mayor and Council manager model and the Government’s suggestion of a directly elected leader and cabinet model did not reach the statute books.
2.2 Members will therefore need to decide which of the two governance models they wish to pursue for Warwickshire.
2.3 Whichever model is chosen, we are required to draw up proposals which set out all those functions which are to be executive functions, including a timetable for implementation and details of any transitional arrangements which may be necessary. These proposals will be reported to members in the October report to Council before asking Council to formally approve the new arrangements at its December meeting.
3. Delegations to Portfolio Holders
3.1 Under the provisions of the Act, all executive powers vest in the Leader / Mayor and he/she is responsible for delegating decision making as appropriate (e.g. collective Cabinet decisions, decisions reserved to himself/herself, decisions delegated to individual portfolio holders, decisions delegated to other executive decision making bodies). Executive functions are those that by law must be the responsibility of the executive.
3.2 This is a change from our current practice in Warwickshire whereby within the statutory framework the Council is responsible for determining the allocation of executive functions to the Cabinet and Cabinet can further delegate those functions to committees or officers. Currently, executive decision making rests with;
¾ The Cabinet as a collective decision making body ¾ Area Committees / the Joint Committees in the Stratford Area ¾ Officers
3.3 The new arrangements will give the Leader/ Mayor a stronger role in terms of delegation of executive decision making, including the ability to delegate to individual portfolio holders. As such he/she will need to decide on a scheme of delegation for executive decisions. Any such delegations would require
LGPIH Act 2007/Council9thSept08. 4 of 23
changes to the Council’s Access to Information rules as the legislation requires decision making by individual councillors to be subject to a number of checks and balances.
3.4 Some Councils have already delegated some decisions to individual portfolio holders. Attached at Appendix 1 is a summary showing the range delegations made by some Councils. Members should be aware that some of the ‘restrictions’ by Council in some of the examples of current schemes in Appendix 1 will not be available under the new legislation as the discretion lies with the Leader not the full Council.
3.5 The Leader / Mayor will also be responsible for fixing the size of the Cabinet (up to 10 in total) and for selecting his/her Cabinet.
4. Budget and Policy Framework
4.1 The current position is that decisions which fall outside of the budget and policy framework must be referred to full Council for a decision. The new Act does not change this.
4.2 However, there is a decision for members to take as regards the extent of the budget and policy framework, depending on the approach adopted with regard to delegations to individual portfolio holders.
4.3 The options for members include; ¾ keeping the budget and policy framework as it is ¾ expanding the budget and policy framework – which would limit the decision making powers available to executive committees and individuals ¾ limiting the budget and policy framework – which would enhance the decision making powers available to executive committees and individuals with more matters requiring Council approval
4.4 A summary of the County Council’s current budget and policy framework, together with examples from other Councils, is contained at Appendix 2.
4.5 The impact of the above options on the effectiveness of Council business would need to considered in coming to a view on this issue.
5. Definition of Key Decisions and Call-in
5.1 Members could choose to vary the definition of a key decision as part of the new arrangements. Whilst regulations set the basic parameters for key decisions i.e.-
(a) likely to result in the local authority incurring expenditure which is, or the making of savings which are significant having regard to the local authority’s budget for the service or function to which the decision relates; or
LGPIH Act 2007/Council9thSept08. 5 of 23
(b) likely to be significant in terms of its effects on communities living or working in an area comprising two or more wards or electoral divisions in the area of the local authority
the definition could be tightened or relaxed. Some examples of different approaches are given in Appendix 3.
5.2 With the advent of individual decision-making by portfolio-holders members will need to decide whether the call-in procedure should extend to these decisions and whether or not it should be limited to ‘key decisions’ by individual portfolio-holders.
5.3 This Council's call in procedures are currently more expansive than required by law with a potential "double call in" to Overview and Scrutiny and full Council.
6 Delegations to Members
6.1 There are provisions within the new Act to enable all members to take decisions which relate to their electoral divisions. For executive functions, it is the Leader/ Mayor who has the power to delegate such decision making powers to members. For non executive functions, the power to delegate to individual members rests with the Council.
6.2 Once in force, these new powers would enable members to take decisions which impact on their divisions with the aim of bringing decision making closer to local people and members fulfilling their role as community champions.
6.3 Such powers could bring with them the allocation of budgets to councillors either on an individual basis or a locality basis.
6.4 Some Councils have already moved to a form of local decision making/ participatory budgeting through the introduction of ‘community kitties’. Examples of such arrangements are contained at Appendix 4
6.5 Pending these powers coming into force, should members wish to pursue this as an option, decisions on local issues within an agreed framework could be delegated to the Strategic Director of Performance and Development in consultation with the relevant local Community Forum.
7. Local Choice Functions
7.1 The legislation provides for a number of functions which are local choice functions. This means that in relation to these functions, the Council can decide whether to exercise those functions itself, or whether to delegate decision making in respect of those functions to any other part of the Council including the Cabinet.
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7.2 The current allocation of local choice functions as agreed by the Council is attached at Appendix 5.
7.3 In considering the options for individual decision making and extent of the budget and policy framework, members may want to reconsider the allocation of local choice functions as currently set out in the Constitution.
8. Councillor Call for Action
8.1 As members are aware the 2007 Act contains new provisions to enable councillors to require a matter to be discussed at an Overview and Scrutiny Committee (councillor call for action). These provisions are not yet in force and guidance is still awaited. However the Council could implement its own version of a councillor call for action in advance of any legislative provision by giving all councillors a right to have a matter referred to an Overview and Scrutiny Committee.
8.2 A draft outline protocol (based on feedback given by members to the government consultation) setting out such an arrangement is attached as Appendix 6 for consideration. This is something the Council could choose to implement as part of its current constitutional arrangements.
9. Proposed Timeline
9.1 The legislation requires the Council to draw up proposals for change which include a timetable and transitional arrangements as necessary. In light of the decisions made by Council on 9th September, it is proposed that a report is brought to Council in October setting out such proposals.
9.2 This report will include the amendments that are required to the Council’s constitution in light of the changes being proposed.
9.3 The Act also requires the Council to have approved the changes to its governance arrangements by 31st December 2008. A report will be brought to the December 2008 Council meeting seeking formal approval to the changes.
10. Conclusions
10.1 The 2007 Act raises a number of issues regarding the Council’s governance arrangements which need to be addressed and implemented from June 2009.
10.2 This report seeks to set out some of the key issues which members will need to decide to be in a position to formally approve changes to our arrangements by 31st December 2008 which is the statutory deadline.
LGPIH Act 2007/Council9thSept08. 7 of 23
10.3 Members are therefore asked to consider the contents of this report and advise on the basis on which they would wish proposals for a new Constitution to be brought forward to the October Council.
DAVID CARTER Strategic Director of Performance and Development
Shire Hall Warwick
12th August 2008
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APPENDIX 1
EXAMPLES OF DELEGATED DECISION MAKING IN OTHER COUNCILS
Council Key Points Lancashire County Council ¾ Scheme of delegation to Cabinet members, arranged by the Leader ¾ Cabinet members are given authority for all executive decisions except matters which are specifically excluded ¾ Excluded matters are generally decisions which the FP indicates should be taken elsewhere and decisions which cut across the functions of more than 1 member ¾ Examples - Cabinet Member for Sustainable Development – power to manage as necessary former waste landfill sites and to oversee and review as necessary Waste Disposal Contracts. Cabinet Member for Children and Young People - Decision making functions to enforce school attendance and to exercise the powers / duties of the Council under the Social Services Act
West Berkshire ¾ Individual Cabinet members have powers to take non key decisions ¾ They also have powers to take certain key decisions – eg. all decisions relating to highway matters which fall within the approved budget and policy framework and are not in the remit of Area Forums, responses to Government consultation papers, appointments to outside bodies (except regulatory bodies) and the ratification of co-opted members to certain bodies, public rights of way issues ¾ The Leader has general powers to amend the scheme of delegation and the Chief Executive presents the changes to the next full council meeting.
Plymouth City Council ¾ There is a scheme of delegation to individual Cabinet members set by the Leader. ¾ Individual members can take key decisions. ¾ Individual members are given wide delegated authorities in relation to specified Council areas (eg. The leader has powers in areas relevant to the City Centre, Major Projects, LSP, Corporate Communications, the Children’s Services Cabinet Member has powers in areas relevant to Children’s Services, Corporate Parenting, Schools and Colleges, Early years, Lifelong learning Policy, Education Grants, Young Persons Agenda.) ¾ In addition certain Cabinet members are the lead on specified corporate projects and can exercise delegated authority as a result.
Derbyshire County Council ¾ Individual Cabinet members can make decisions in the area of their individual portfolio. ¾ The focus is on policy issues which fall within the policy and budget frameworks agreed by Council/Cabinet
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¾ There is a list of decisions which fall into this category eg. Policy, budget and expenditure decisions, decisions on tenders and contracts within CSOs, decisions on virement, audit, write off and placing of orders within FSOs, appointments to outside bodies, ¾ They can not take key decisions. ¾ A number of principles of delegation have been agreed ¾ There is an advisory panel which Cabinet members can refer to if they aren’t sure whether an issue should go forward to Cabinet or not. Coventry City Council ¾ Full Council is responsible for deciding on delegations to individual members for inclusion in the Scheme of Delegation. ¾ Coventry gives individual members decision making powers on an exception basis (ie they can’t take any decisions reserved to another member body or delegated to officers). ¾ Individual Members can not take key decisions, decisions which are significant in financial terms (Financial Procedure rules), decisions which have an impact on any other Cabinet portfolio Staffordshire CC ¾ Individual members have delegated decision making powers allocated to them by the Leader. ¾ They cannot take key decisions, or decisions on matters reserved by law to other committees or which legally can not be taken by Cabinet. ¾ Individual members can only take decisions within the Council’s budget and policy framework and within the budgetary limits of that part of the Budget which relates to that portfolio. ¾ Members cannot take decisions where there is a conflict or where their decision would be against the advice of one of the Council’s directors or a statutory officer. ¾ Delegated powers exercisable by Cabinet members are specifically set out ¾ There are a number of general delegations applicable to all Cabinet members eg. Policy matters internal to the portfolio holder’s service area, responding to consultation papers where not referred to Cabinet, dealing with settlement of complaints up to £20k, authorising S.101 LGA 1972 arrangements (joint arrangements) within their portfolio remit ¾ There are also some specific delegations given to particular portfolio holders. Rochdale MBC ¾ Have a specific and detailed scheme of delegation to members ¾ All delegations to individual members must be approved by full Council on the recommendation of Regulatory Committee. ¾ If Cabinet Member responsibility becomes unclear, Committee Services provide advice. ¾ Cabinet members cannot take key decisions or decisions which are sensitive. Nor can they take decisions which relate to more than one area of Member responsibility. ¾ Members can refer matters to Cabinet to decide
LGPIH Act 2007/Council9thSept08. 10 of 23
¾ There are cases where the scheme requires that the matter is considered by OSC before the member takes the decision and in those cases the decisions can be implemented immediately (without waiting for the call-in period to expire) ¾ Individual members can take the following decisions within their portfolio remit - Approve revenue expenditure and capital expenditure between £250k and £500k re externally funded service projects, where expenditure is in line with approved funding criteria, approve appointment of agency staff and consultants between £100k and £500k, approve applications and bids for annual funding / grants and allocations provided consistent with Council’s budget and policy framework. ¾ There are also some specific delegations given to particular portfolio holders.
Kent County Council ¾ Cabinet members can take key decisions. ¾ The Constitution doesn’t prescribe which decisions fall within the remit of individual decision making, other than making Cabinet Members responsible within their allocated area of responsibility and approved budget for taking key decisions. ¾ There appears to be provision for individual members to take decisions which are outside the Policy Framework / Budget within their portfolio – but the ambit of this power is not clear ¾ There are some general principles applicable to individual member decision taking (eg. decisions must be in accordance with the framework of responsibilities delegated to them by the Leader, must be in consultation with the Leader (as required by the Leader), must be in accordance with FSOs, take account of legal and financial liabilities and follow the decision making reporting framework ¾ Cabinet members may appoint ‘Lead members’ (with the Leader’s consent) – these are not Cabinet members but support Cabinet members. They can’t take decisions or vote at Cabinet meetings. West Sussex County ¾ Anything not reserved to full Council or Cabinet or Council delegated to Local Committees or officers is the responsibility of an individual Cabinet member. ¾ Individual members have some general responsibilities, eg. to determine expenditure on services, to approve procurement processes not in the capital programme on key decision matters, to agree annual reports, to approve Service Plans, to monitor the budget for their service area, to approve decisions affecting a particular locality (although eventually some decisions could go to County Local Committees). ¾ There are also some specific delegations given to particular portfolio holders.
LGPIH Act 2007/Council9thSept08. 11 of 23
APPENDIX 2
WARWICKSHIRE COUNTY COUNCIL’S BUDGET AND POLICY FRAMEWORK
The Policy Framework shall include the following plans and strategies
Plan or Strategy Statutory Reference Annual Library Position Statement Section 1(2) Public Libraries and Museums Act 1964 Children and Young People’s Plan Children and Young People’s Plan (England) Regulations 2005 Older People’s Strategy Sustainable Community Strategy Section 4 Local Government Act 2000 [Warwickshire Strategic Plan] Crime and Disorder Reduction Sections 5 and 6 Crime and Disorder Act Strategy 1998 Local Transport Plan Section 108(3) Transport Act 2000 Plans and strategies, which together Section 54 Town and Country Planning comprise the Development Plan Act 1990
Youth Justice Plan Section 40 Crime and Disorder Act 1998
Any plan or strategy for the control Section 151 Local Government Act 1972 of the authority’s borrowing, investments or capital expenditure or for determining the authority’s minimum revenue provision Corporate Business Plan Section 111 Local Government Act 1972
Food Law Enforcement Service Plan Section 12(2) Food Standards Act 1999
Adult and Community Learning Plan Section 23 Learning and Skills Act 2000
Fire & Rescue Integrated Risk Section 21 Fire and Rescue Services Act Management Plan 2004 Local Area Agreement Section 106(1) of the Local Government and Public Involvement in Health Act 2007
Budget The budget includes the allocation of capital and revenue resources, the precept level, the council tax, the planned use of reserves, the county council’s borrowing limit and the virement limits.
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EXAMPLES OF OTHER COUNCILS’ POLICY FRAMEWORKS
COUNCIL PLANS IN POLICY FRAMEWORK
Coventry City Council • Best Value Performance Plan • Community Strategy • Housing Strategy • Coventry Development Plan • Children and Young People's Plan • Local Transport Plan • Civil Contingencies Plan • Air Quality Action Plan • Municipal Waste Strategies • Youth Justice Plan (should be aligned with the Children's and Young Peoples Plan) • Crime and Disorder Reduction Partnership/Drug Action Team Strategy • Connexions Business Plan • Child and Adolescent Mental Health Plan • Refugee and Asylum Strategy • Older People Strategy • Coventry Community Plan • Local Area Agreement • Local Public Service Agreement • Emergency Related Plans
Plymouth City Council • City Strategy (Community Strategy); • Corporate Plan incorporating Performance Plan; • Adult and Community Learning Plan; • (Capital Strategy) and Asset Management Plan; • Crime and Disorder Reduction Strategy; • Children & Young People’s Plan • ICT Strategy • Emergency Response Plan; • Housing Strategy; • Ideas for Change (10-year strategy); • Local Agenda 21; • Local Cultural Strategy; • Local Development Framework (Documents); • Local Transport Plan; • Library Futures 2005-2020 (Position Statement); • Supporting People Strategy (5 Years); • Youth Justice Plan; • Waste Management Strategy.
LGPIH Act 2007/Council9thSept08. 13 of 23
Derbyshire County • Annual Library Plan; Council • Best Value Performance Plan; • Children’s Services Plan; • Community Care Plan; • Community Strategy; • Crime and Disorder Reduction Strategy; • Early Years Development Plan; • Education Development Plan; • Local Transport Plan; • Plans and strategies which together comprise the • Development Plan; • Youth Justice Plan; • Council’s Corporate Plan; • Food Law Enforcement Service Plan; • Adult Learning Plan; • Local Agenda 21 Strategy; • Quality Protects Management Action Plan; • Waste Strategy Plan and Waste Local Plan; • Heritage and Culture Plan
Staffordshire County • Annual Investment Strategy Council • Annual Library Plan • Children's Services Plan • Community Care Plan • Community Strategy • Corporate Strategy • Crime and Disorder Reduction Strategies • Early Years Development Plan • Education Development Plan • Local Transport Plan • Performance Plan • Youth Justice Plan
Cambridgeshire County • Local Area Agreement Council • Community Strategies • Adult Services Strategic Plan • Children’s and Young People’s Strategic Plan • Crime and Disorder Reduction Strategies • Public Library Standards • Environment Strategy • Local Transport Plan • Structure Plan • Supporting People Strategic Plan • Waste Management • Youth Justice Plan
LGPIH Act 2007/Council9thSept08. 14 of 23
Southampton • Adult Learning Plan • Annual Library Plan • Best Value Performance Plan • Children and Young Person’s Strategic Plan • Community Safety Strategy 2002 – 2005 • Community Strategy (containing the Local Agenda 21 Strategy) • Early Years Development and Childcare Plan • Education Development Plan • Housing Strategy 2003 • HRA Business Plan 2003 • Local Transport Plan • Medium Term Plan • Plans and strategies which together comprise the Development Plan • Youth Offending Team Plan
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APPENDIX 3
EXAMPLES OF KEY DECISIONS IN OTHER COUNCILS
Council Definition: Members Officers Yes/No Yes/No
Coventry A Key decision is one which is likely to:- NO NO (a) Result in the Council incurring expenditure, making savings or receiving income which is/are significant having regard to the Council’s budget for the service or function to which the decision relates; or (b) Be significant in terms of its effects on communities living or working in an area comprising 2 or more wards or electoral divisions in the area of the City;
“Significant” means a decision which:- (i) results in expenditure, savings, income, additional funding or virement of over £500,000 per annum being incurred or achieved and which additionally, in the case of a capital scheme, has not been identified in the “Approved Programme” within the Capital Programme: or (ii) results in an outcome which will have a marked effect on communities living or working in an area comprising 2 or more wards.
The following will be deemed not to be key decisions:- • any decision to implement to take forward an earlier key decision • any decision that is delegated to an employee
Derbyshire A Key Decision which must be included in the Forward Plan is an NO NO Executive decision which is likely- (a) to result in the authority incurring expenditure which is, or making savings which are significant having regard to the authority’s budget for the service or function to which the decision relates; or (b) to be significant in terms of its effects on communities living or working in an area comprising 2 or more wards or electoral divisions in Derbyshire;
Kent Key decisions include: YES NO (a) Approving policy documents not included in the Policy Framework (b) Approving management and business plans (c) Key financial decisions (as defined by the Council) (d) Decisions having a significant impact on services to the community, including: • significant country-wide programmes of works, grant-aid or project funding. • Significant changes to fees or charges payable by individuals or organisations for KCC services
• Changes in the arrangements for local delivery of services which will have a significant impact on the
LGPIH Act 2007/Council9thSept08. 16 of 23
community • Significant changes to the eligibility criteria or policies that determine the level of service a customer should receive Significant is defined by the Council as in excess of £500,000
Lancashire A key decision means an executive decision which :- YES YES (a) has a material impact whether in one Electoral Division or a smaller local community, without reference to any financial threshold, or (b) is a domestic decision (affecting the internal workings of the Authority) which reaches a given, and significant financial threshold.
In the case of (b), domestic decisions whose financial impact on the County Council is £1.1m or more would be key decisions
Plymouth A key decision means a committee or Council decision which is YES YES likely to: (a) lead to the Council incurring expenditure or creating savings that are significant in terms of the Council’s budget for the service or function related to the decision. Significant means a contract award valued in excess of £500,000 and less than £2,000,000.; or (b) be significant in terms of its effects on communities, residents and/or businesses in an area comprising 2 or more Wards(s) and Parliamentary Constituencies within the Council’s boundaries.
Rochdale A key decision is one which NO YES (a) is likely to have a major impact on the life of a community within the Borough (e.g. the closure of a school or major traffic regulation scheme) (b) forms part of the development of, or the development of a change to, the Policy or Budget Framework (c) Either: • involves revenue expenditure or saving that is neither provided for within the Budget, or virement not permitted by the Constitution or • involves revenue expenditure or saving in excess of £500,000 (d) involves capital expenditure that is estimated to exceed £500,0000 or is not provided for within the budget
Staffs CC A key decision is a decision by the Cabinet which is likely: NO NO (i) to result in the County Council incurring expenditure which is, or the making of savings which are, significant having regard to the Council’s budget for the service or function to which the decision relates; or (ii) to be significant in terms of its effects on communities living or working in an area comprising 2 or more electoral divisions in the County area. The incurring of expenditure is not significant having regard to the Council’s budget for the services or functions to which the
LGPIH Act 2007/Council9thSept08. 17 of 23
decision relates, and is not therefore a key decision, if it is:- (i) to implement or give effect to a provision of the Council’s Budget or Policy framework and, where appropriate, for which financial provision has been made; (ii) to implement nationally or provincially agreed pay awards for officers of the CC in accordance with the terms of such award; (iii) expenditure incurred by the Deputy Corporate Dir (Finance) in the exercise of Treasury Management powers delegated to him (iv) expenditure incurred by the Chief Executive in the exercise of powers delegated to him
The making of savings is not significant having regard to the Council’s budget for the service or function to which the decision relates, and is not therefore a key decision, if it relates to the closure or discontinuance of a Council service or part of a service to meet a budgetary constraint. [NB: - “significant” is not linked to a specific financial threshold to allow maximum flexibility] W.Berks A ‘key decision’ means an Executive decision which is likely YES YES either: (a) to result in the Council incurring expenditure which is, or the making of savings which are, significant having regard to the Council’s budget for the service or function to which the decision relates; or (b) to be significant in terms of its effects on communities living or working in an area comprising 2 or more Wards within the District
[NB: “significant” is not defined as a financial threshold. This was intentional to allow for flexibility. £100k in the CYP budget would not be seen as significant, whereas in a smaller Department it would be. The flexibility also removes the potential problem of expenditure not being a key decision when the amount may only be a few pounds above/below the level set. ] W.Sussex Key decisions means those Executive decisions which are likely YES YES to result in significant expenditure or savings or to have significant effects on communities living or working in two or more electoral divisions of the country: “Significant” in either case shall be determined by the Council from time to time, and set out in the Constitution.
“Key Decision” means: (a) significant in terms of expenditure or savings if it relates to a matter which exceeds £500,000 in value except those decisions taken by the County Treasurer under delegated powers in connection with Treasury Management, or (b) significant in terms of its effect on community living or working in an area comprising two or more electoral divisions if it would change or propose changes to the way in which services are used or provided.
LGPIH Act 2007/Council9thSept08. 18 of 23
APPENDIX 4
EXAMPLE OF COMMUNITY KITTY ARRANGEMENTS IN OTHER COUNCILS
Council Details
Newcastle Money was allocated by the Council to a participatory budget scheme, to be run by a team of 6 officers. The officers organised two projects. For the first project, a community lunch was organised and from that 30 residents formed a working group to provide their views as to the allocation of funding. The second project saw 100 residents involved in a four hour event where money was allocated.
Bradford Members decided to set up a panel to decide who would get money in the community kitty. On that panel sat several members, staff from local statutory organisations and members of the Participatory Budget reference group (a government body). The panel scrutinised bids for money made by voluntary sector groups and not-for-profit companies.
Harrow Harrow have an ‘Open Budget’ in which £260m is allocated to participatory schemes. The mechanisms are complex. At the top is the Open Budget Steering Group which is sub-committee of the Cabinet. They oversee the entire process, making sure it is resourced and supported, they also elect the Management Board. The Management Board is independent and is there to design, monitor and manage processes which require independence. Decisions are taken by the Assembly which is a group of 300 residents who select projects to fund, they elect the Panel. The Panel is a smaller group of residents and stakeholders who observe the budget and state whether it meets the priorities agreed by the Assembly.
Salford Money for highways capital funding was placed within the community kitty. A board was set up consisting of elected members, key officers and community representatives. The ‘board promoted the scheme and asked the community to put forward proposals for their consideration. 20 schemes were short listed and members of the public were invited to voting events in order to vote for schemes.
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APPENDIX 5
WARWICKSHIRE COUNTY COUNCIL – CURRENT ALLOCATION OF LOCAL CHOICE FUNCTIONS
The body or person specified in the second column of the table below for each of the local choice functions in the first column, subject to any restrictions imposed by the Council in the third column, shall be responsible for the discharge of the relevant local choice function.
Responsible Any Statutory Local Choice Function Body or Restriction References Person Any function under a local Act Council None Local Authorities other than a function specified or (Functions and referred to in regulation 2 or Responsibilities) Schedule 1 of the Regulations (England) Regulations 2000 The determination of an appeal Regulatory Except to the Any enactment against any decision made by or Committee extent conferring a power on on behalf of the authority. powers are the Council to delegated to determine such officers appeals The making of arrangements in Regulatory Except to the Section 52 Education relation to appeals against Committee extent Act 2002 and relevant exclusion of pupils from powers are subordinate maintained schools. delegated to legislation officers The making of arrangements for Regulatory Except to the Section 94(1), (1A), school admission appeals. Committee extent (4) and (5) School powers are Standards and delegated to Framework Act 1998 officers and relevant subordinate legislation The making of arrangements for Regulatory Except to the Section 87, 95(2) and appeals by governing bodies Committee extent 95(3A) School against an LEA decision to powers are Standards and admit a child permanently delegated to Framework Act 1998 excluded from two schools. officers and relevant subordinate legislation The making of arrangements for Council None Section 20 Police Act questions on police matters at 1996 council meetings and for enabling questions to be put on the discharge of the functions of a police authority. Appointing members of the Council None Paragraphs 2 to 4 of council to the police authority. Schedule 2 Police Act 1996
LGPIH Act 2007/Council9thSept08. 20 of 23
Responsible Any Statutory Local Choice Function Body or Person Restriction References The conduct of best value Overview and In accordance Section 5 Local reviews in accordance with the Scrutiny with the Government Act provisions of any order for the Committees programme 1999 time being having effect. agreed by the Council. Recommendati ons to be made to the Executive Any function relating to Regulatory Except to the Part IIA contaminated land. Committee extent powers Environmental are delegated Protection Act 1990 to officers and subordinate legislation The discharge of any function Regulatory Except to the Pollution Prevention relating to the control of pollution Committee extent powers and Control Act or the management of air are delegated 1999; Part IV quality. to officers Environmental Protection Act 1990; Clean Air Act 1993 The obtaining of information as Strategic Director None Section 330 Town to interests in land. of Performance and Country and Development Planning Act 1990 The obtaining of particulars of Strategic Director None Section 16 Local persons interested in land. of Performance Government and Development (Miscellaneous Provisions) Act 1976 The making of agreements for Strategic Director None Section 278 the execution of highways of Performance Highways Act 1980; works. and Development Section 23 New Roads and Street Works Act 1991 The making of agreements with Cabinet None Section 113 Local other local authorities for the Government Act placing of staff at the disposal of 1972 those other local authorities The appointment or revocation Regulatory Except those School Standards of the appointment of any Committee appointments to and Framework Act individual – be made by 1998 and any (a) to an outside body or Area enactment committee or sub-committee Committees conferring a power of an outside body; or and to make such (b) as a Governor of appointments appointments. Community, Foundation and reserved to the Voluntary, Special and Council or the Nursery Schools. Executive by law or under other provision within this Constitution
LGPIH Act 2007/Council9thSept08. 21 of 23
Responsible Any Local Choice Function Body or Statutory References Restriction Person Appointment of any individual as Area In relation to Section 36 School a Governor of Community, Committees Schools within Standards and Foundation and Voluntary, their Framework Act 1998, Special and Nursery Schools respective Section 19 and 39(1) areas Education Act 2002 and any enactment conferring a power to make such appointments. Appointments to local trusts, Area Except those Any enactment voluntary organisations, etc. Committees appointments conferring a power to where the outside body operates reserved to make such appointments wholly within their area the Council or the Executive by law or under other provision within this Constitution Functions in relation to the Council Except to the Sections 106, 110 and preparation and submission of extent that 111 of the Local the Local Area Agreement, Cabinet is Government and Public including making proposals for authorised Involvement in Health revisions and/or additions to under Act 2007 LAA targets Standing Order 22.2 (Part 3, Section 1) of the Constitution
LGPIH Act 2007/Council9thSept08. 22 of 23
APPENDIX 6
COUNCILLOR CALL FOR ACTION – DRAFT PROTOCOL
A member may in respect of a matter affecting his or her electoral division refer the matter to the relevant Overview and Scrutiny Committee for consideration (councillor call for action) by giving notice to the Chief Executive subject to the following
(a) A councillor call for action should be seen as a last resort and the member will need to demonstrate what steps have already been taken to resolve the issue and the outcome of those steps for example; • Contact with the local office or body concerned to attempt to resolve the matter • Use of appropriate complaint procedures • Use of appropriate locality fora where the issue has a multi-agency dimension.
(b) The following are excluded matters; • issues where there are clear appeal processes such as planning etc • issues where the action being suggested would be unlawful • individual staff matters • issues which would be dealt with under the Council’s or another body’s complaints procedures • litigation/court processes • vexatious/repetitive complaints
(c) The Chair of the relevant Overview and Scrutiny Committee may after consultation with the Council’s Monitoring Officer reject a councillor call for action if appears to be premature or related to an excluded matter.
(d) The relevant Overview and Scrutiny Committee is the Committee within whose terms of reference the matter falls. Where a matter falls within the terms of reference or more than one committee, the Chairs of the respective committees shall agree which committee will deal with the matter.
(e) If a councillor call for action is included on the agenda of an Overview and Scrutiny Committee the criteria which the committee will adopt in deciding whether or not to take the matter any further are; • Does this issue have a potential impact for significant section(s) of the population? • Is it a matter of general public concern? • Is the issue to be reviewed a key deliverable of a strategic and/or partnership plan? • Is it a key performance area where the Council needs to improve? • Is there a legislative requirement to undertake the review?
Secondly to ensure that reviews add value/ make a difference consideration will be given to whether it is practicable to undertake the review by asking the following questions- • Are there adequate resources available to do the activity well? • Is the overview and scrutiny activity timely? • Is there a clear objective for scrutinising this topic? • Is there evidence to support the need for overview and scrutiny? • What are the likely benefits to the council and its customers? • Are we likely to achieve the desired outcome? • What are the potential risks?
LGPIH Act 2007/Council9thSept08. 23 of 23 Agenda No
AGENDA MANAGEMENT SHEET
Name of Committee County Council
Date of Committee 9th September 2008
Report Title Annual Report of the Chair of the Resources, Performance and Development Overview and Scrutiny Committee Summary The Annual Report of the Resources, Performance and Development Overview and Scrutiny Committee summarises the work undertaken by the Committee during 2007/8 and highlights areas for future attention.
For further information Councillor David Booth Paul Williams please contact: Chair of Resources, Scrutiny Officer Performance and Tel: 01926 418196 Development Overview [email protected] v.uk and Scrutiny Committee Tel: 01926 640728 [email protected]
Would the recommended No. decision be contrary to the Budget and Policy Framework?
Background papers None
CONSULTATION ALREADY UNDERTAKEN:- Details to be specified
Other Committees ......
Local Member(s) ......
Other Elected Members X Councillor George Atkinson, Councillor John Haynes (Party Spokespersons of Resources Performance and Development Overview and Scrutiny Committee)
Cabinet Member X Councillor Alan Cockburn, Councillor Peter Fowler, Councillor Heather Timms
Chief Executive ......
Legal X Sarah Duxbury
Booth County Council Report 29.7.08.doc 1 of 3
Finance ......
Other Strategic Directors X Strategic Director, Performance and Development, Strategic Director, Resources
District Councils ......
Health Authority ......
Police ......
Other Bodies/Individuals ......
FINAL DECISION YES
SUGGESTED NEXT STEPS: Details to be specified
Further consideration by ...... this Committee
To Council ......
To Cabinet ......
To an O & S Committee ......
To an Area Committee ......
Further Consultation ......
Booth County Council Report 29.7.08.doc 2 of 3
Agenda No
County Council - 9th September 2008.
Annual Report of the Chair of the Resources, Performance and Development Overview and Scrutiny Committee
Recommendation
The Council is recommended to:
1. Comment on the work undertaken by the Resources, Performance and Development Overview and Scrutiny Committee.
2. Suggest items for consideration by the committee over the next year.
All Overview and Scrutiny Committees are required to present an Annual Report to the County Council on a rolling programme. Attached is the Annual Report for the Resources, Performance and Development Overview and Scrutiny Committee, summarising the work that we have undertaken during 2007/8 and highlighting future areas of work for next year.
COUNCILLOR DAVID BOOTH Chair of Resources, Performance and Development Overview and Scrutiny Committee
Shire Hall Warwick
29 July 2008
Booth County Council Report 29.7.08.doc 3 of 3
Agenda No 4
AGENDA MANAGEMENT SHEET
Name of Committee Council
Date of Committee 9 September 2008
Report Title Annual Report of the Portfolio Holder for Resources Summary
For further information Janet Purcell please contact: Cabinet Business Manager Tel: 01926 413716 [email protected]
Would the recommended No. decision be contrary to the Budget and Policy Framework?
Background papers None
CONSULTATION ALREADY UNDERTAKEN:- Details to be specified
Other Committees ......
Local Member(s) X None
Other Elected Members ......
Cabinet Member X Councillor Alan Cockburn, Portfolio Holder for Resources
Chief Executive ......
Legal ......
Finance ......
Other Strategic Directors X David Carter - Strategic Director, Performance and Development
District Councils ......
Health Authority ......
Police ......
Other Bodies/Individuals ......
Report of Cabinet Portfolio Holder for Resources.doc 1
FINAL DECISION YES
SUGGESTED NEXT STEPS: Details to be specified
Further consideration by ...... this Committee
To Council ......
To Cabinet ......
To an O & S Committee ......
To an Area Committee ......
Further Consultation ......
Report of Cabinet Portfolio Holder for Resources.doc 2
Agenda No 4
Council - 9 September 2008
Annual Report of the Portfolio Holder for Resources
Report of the Strategic Director, Performance and Development
Recommendation
That Council receives the annual report of the Portfolio Holder for Resources
1 Introduction
This is the second round of annual reports from Cabinet Members on the development of policies and activities within their portfolios and, as in the previous year, the reports will be considered alongside the annual reports from Overview and Scrutiny Committees. This will continue to provide an opportunity for members to question both the Cabinet Portfolio Holders and Chairs of Overview and Scrutiny committees on issues within their remits.
2. Programme of Reporting
The current programme of reporting concludes on 21 October when Council will receive a report from the Cabinet Portfolio Holder for Economic Development and from the Chair of the Economic Development Overview and Scrutiny Committee.
3. Recommendation
The Council is invited to receive the report from the Portfolio Holder for Resources.
DAVID CARTER Strategic Director, Performance and Development
Shire Hall Warwick September 2008
Report of Cabinet Portfolio Holder for Resources.doc 3
Council - 9 September 2008
Annual Report of the Portfolio Holder for Resources
Recommendation
That Council receives the annual report of the Portfolio Holder for Resources.
1. Introduction
1.1 This is my annual report of activities undertaken as Portfolio Holder for Resources, which covers a cross-section of areas including Property, Facilities Management, ICT, Finance and Strategic Resource Development.
1.2 Since the Directorate was formed it has concentrated on providing a high- performing, sustainable platform of resources and services from which major projects can be launched to deliver step change for the Authority. This report highlights just some of the major achievements during the year both in sustaining the underlying resource base and in delivering step change.
2.0 Medium Term Financial Planning Strategy
2.1 On 26th June 2007 Council approved a new Medium Term Financial Planning Strategy responding to the challenging financial environment within which we will need to operate over the next few years.
The impact of the new strategy was clearly seen in the preparations made by officers for the budget process for 2008/09 which involved a “Star Chamber” for scrutiny of pressures and bids by Service Heads. There was a clearer focus on the priorities of the Authority alongside the development of a longer- term and more aggressive approach to the delivery of savings.
The budget process itself broke new ground for Warwickshire with the presentation of draft budget proposals by the Cabinet in December. The final budget included a three year programme of efficiency gains of over £22million with £6.179million to be delivered in the first year.
3. Efficiency
3.1 While the 2008/09 budget set a new tone in terms of efficiency planning, the Council delivered on its first 3 years of “Gershon savings”.
3.2 Over the 3-year period from 2005/2006 to 2007/2008 the efficiency gain which the Council was expected to make was £19.566million of which £9.783million had to be cashable. There was a further target for English Fire Authorities.
Report of Cabinet Portfolio Holder for Resources.doc 4
3.3 As at the end of 2007/2008 cumulative gains stood at £32.288million of which £22.247 million were cashable. Effectively the Council delivered the three year government savings a full year ahead of target with further gains being made in 2007/08. This is an outstanding achievement which deserves congratulations for everyone involved.
4. Local Government Pension Fund
4.1 2007/2008 proved to be a difficult year for investment markets with the Warwickshire LGPS value falling from £999.1 million at the start of the year to £983.3 million as at March 2008. On a more positive note scheme membership increased by 2,722 to 31,148, an increase of 9.6%.
4.2 Every three years the pension fund is required to have an actuarial valuation undertaken to assess its funding level i.e. how much of the future liabilities are covered by assets within the fund. This exercise was undertaken during 2007/2008 and revealed that the funding level had improved from 82% to 86%.
4.3 The actuarial valuation is also the point at which the employer’s pension fund contribution is set. It is projected that the Warwickshire employers’ contribution rate will have to increase (currently over 6 years) to 16.0% to achieve a 100% funding level. A recent survey undertaken by the Society of County Treasurers revealed that only one county council had a lower target employer contribution rate. The average target employer’s contribution rate for county councils is 19.5% with the highest being 23.1%. On the basis that for Warwickshire each 1% employer’s contribution equates to approximately £1.2 million our relatively low percentage represents a very significant financial benefit for the council.
4.4 A great deal of the credit for this improved position should go to the Pension Board and the support it gets from officers.
5. Use of Resources
5.1 A key part in ensuring that the authority continues to have sustainable resources is to manage resources well. In the autumn of 2007 we received a Level 4 (out of 4) rating for our CPA Use of Resources. Top scores were received for sections on medium-term planning, performance against budgets, internal control and probity and propriety.
5.2 The standard had been raised since 2006 when we had scored Level 3 so this was an extremely pleasing result. The standard will be raised again for 2008 and improvements were planned to hopefully maintain the score.
Report of Cabinet Portfolio Holder for Resources.doc 5
6. ICT Strategy
6.1 Last year I was able to report on the work that had been carried out on the development of a new ICT Strategy for the Authority. The Strategy was agreed by Cabinet in May 2007 and includes, among other things:
• more strategic leadership in the ICT arena • closer alignment of ICT investment to the Council’s business objectives and priorities • the production of a formal ICT Development Plan explicitly supporting the Corporate Business Plan, New Ways of Working and other priorities • Increased support for the organisation’s partnerships
6.2 The need for a strategic view of information and systems, and in particular the need to maintain an excellent data security framework, was graphically illustrated by the national data loss and our own data loss. The ICT Strategy already included a commitment to work towards ISO27001 – an international standard for information security management. Warwickshire, like all local and central government agencies, reviewed its policies around data exchange and transport. The security team accelerated planned work on security awareness around the theme “You are the key” emphasising the responsibilities of the individual. Representatives have been trained across all Directorates to promote better practice, and an Information Security Forum established to review policies and monitor compliance. In addition a scheme to replace USB data sticks with secure encrypted data sticks was launched. Over 500 secure sticks have been issued: members will receive theirs in September.
7. ICT and New Ways of Working
7.1 ICT is one of the key enablers of step change, contributing to the New Ways of Working Programme which is overseen by the Programme Board of which I am a member. Some of the change highlights that ICT has supported during the year include the following.
7.2 WCC wireless went live in sites across the county in 2007/8 enabling staff and members to access the intranet and members of the public to access the internet The live sites are:
• Shire Hall – including the ante and council chambers, committee rooms, group rooms and upstairs balcony, One Stop Shop and Emergency Plans • The whole of Saltisford buildings 1 and 2 • All floors at Kings House, Bedworth • Warwick Library • Coleshill Library • Atherstone One Stop Shop • Orion House • Lancaster House
Report of Cabinet Portfolio Holder for Resources.doc 6
7.3 Equipment was also purchased in preparation for implementing wireless facilities at further sites including the Fire & Rescue HQ, Budbrooke, the Faraday Hall Integrated Disability Service, Saltisford 3 and the Shortwood Education Centre in Dordon.
7.5 In October a Flexible Working Strategy for Warwickshire was approved, supported by a new Flexible Working Policy. This was designed to extend the learning from the hugely successful work on mobile working for care assessment teams within Adult Services. Two pilot projects for the new policy are now underway – one in Trading Standards and one in Strategic Commissioning.
7.6 In conjunction with the Communications Group, a new Intranet home page was launched in November to coincide with the Intranet’s first birthday. The new design makes more room for WCC news and events. People Finder was also improved in response to staff requests. The intranet provides a highly useful resource to the authority and it is important that maximum advantage is taken of the opportunities it provides. It is something to which we can all contribute and which we can all champion.
7.7 In December an electronic Records and Documents System was implemented for use by the HR Shared Service Centre and Directorate-based HR staff providing them with access to personal files. All of the 8,500 central personnel files were sifted, sorted and scanned into the system, along with more than half of the 12,000 school personnel files.
7.8 In March I formally launched hot desking facilities at King’s House to allow more staff to access ICT facilities without having to return to their main office.
8. One-Stop-Shops and Customer Access
8.1 One of the key highlights of the year was the work in Shire Hall which culminated in the successful opening of the One-Stop-Shop. The Property and FM services were heavily involved throughout 2007/08 in the project management of the works and the ongoing management of the completed facility. Colleagues from ICT provided the electronic infrastructure behind the new customer service – from the systems on which the whole One-Stop-Shop programme relies down to the links that enable news and events to be shown on the large display boards.
8.2 The work here was the first significant step in the refurbishment of the Shire Hall Complex. This is a major undertaking with a long-term planning horizon encompassing the ultimate release of space by the Courts Service, and it is really pleasing that not only the first steps have been successfully completed in the One-Stop-Shop but that the next stage is now underway.
8.3 The Directorate also supported the opening of the One Stop Shops in Bedworth, Atherstone, Nuneaton, Whitnash, and Southam Library. These are partnership initiatives, but all of the complications associated with sharing
Report of Cabinet Portfolio Holder for Resources.doc 7
systems and information across partners’ boundaries and networks were successfully overcome.
8.4 Further development for the Customer Service Centre (CSC) was also undertaken to deliver even better customer service. This included a major upgrade to the underlying customer management system, which is now fully integrated across the Warwickshire Direct Partnership. Additional development resources were also taken on to move more frontline services into the CSC.
9.0 Property Developments
9.1 Several major school developments were completed during the year providing a step change in accommodation for children. Round Oak School was completed in July 2007. The two storey building includes a sensory room, a hydrotherapy pool and specialist teaching rooms.
9.2 The Avon Valley School opened for the new academic year in September 2007 – the brief for the new building included performing arts facilities complementing the schools specialist status as a performing arts college. The building has been awarded a BREEAM (Building Research Establishment’s Environmental Assessment Method) rating of “Very Good”. This is the first time this environmental standard has been awarded to a Warwickshire school. The achievement of a "Very Good" rating is notable because this was a fire reinstatement project, worked on the existing site and designed around the surviving buildings.
9.3 In addition the Manor Hall buildings were demolished and work started on the new North Leamington School with a planned completion of summer 2009. All these will provide significantly enhanced resources supporting the drive to raise levels of educational attainment.
9.4 The caring agenda was supported with the work on 16 Children’s Centres across Warwickshire. The first to be completed was at Kingsbury Primary School in July 2007. The last schemes to complete were at Boughton Leigh Infants, Rugby and Kenilworth Nursery, both in August 2008.The developments consist of a mixture of new build extensions, internal alterations and new, free-standing buildings.
10. Sustaining the portfolio
10.1 A major achievement was the contribution made by Resources staff to deal with the huge amount of unplanned emergency work arising from the summer floods in 2007. Not only did they deal with this additional work but they managed to complete the summer maintenance programme in adverse conditions with no projects running late into the start of the autumn term.
Report of Cabinet Portfolio Holder for Resources.doc 8
11. Energy Efficiency and Sustainability
11.1 The development of the Directorate’s Corporate Facilities Management Service has seen an increased focus on sustainability within the Council’s corporate stock. The team is taking forward revised approaches to recycling and waste alongside some notable areas of work seeking to increase the County Council’s performance on energy efficiency and use of renewable energy sources.
11.2 Energy and water data is now being collected for the Council’s stock and this data will provide the foundation for focussed attention on reducing the Council’s consumption of energy and water.
11.3 A tangible example of the use of alternative energy is at Kingsbury Water Park where a new biomass boiler has been installed and recently commissioned. Further work will seek to deliver a range of low carbon solutions for key Council buildings through use of the Council’s Climate Change Fund and by utilising a Carbon Trust part-funded Salix scheme. It is particularly pleasing that a number of Warwickshire schools are benefiting from the use of this funding stream.
11.4 In addition work has been carried out on the development of a Sustainable Asset Management Policy which will be brought to members for consideration. The Policy will seek to ensure that sustainability considerations are embedded in decision-making with operational and occupancy costs considered over the full life time of our buildings.
12. Procurement.
12.1 The ongoing requirement for efficiency savings has meant procurement has become an increasingly important tool and the Procurement Team have put 98 staff through our own one day 'Effective Procurement and Contracting' course.
12.2 A wide variety of projects have been instigated on more effective procuring including rail fares, furniture, computer consumables and conference venues.
12.3 Work began on a new approach to Home to School transport and our first e- auction was run last May when a 20% reduction in the existing price was obtained.
13. School Catering
13.1 Whilst school catering continues to be a challenging area of activity, the “green shoots” of returning to a sustainable trading position have been evident during 2007/08, with a significant increase in the take-up of school meals in the primary sector being recorded.
Report of Cabinet Portfolio Holder for Resources.doc 9
13.2 Work was carried out to change the nature of the trading relationship with a number of secondary schools during 2007/08. It is pleasing to note the successful negotiation of new agreements which will enable continuing delivery at secondary schools.
13.3 I would particularly like to thank my colleagues on the Resources, P&D and CYP&F Overview and Scrutiny Committees for their very valuable work in conducting a “Demand for School Meals” Review during the year and I look forward to the delivery of the recommendations contained within the report during 2008/09.
14. Looking outwards
14.1 While the primary concern of the Directorate is supporting the direct work of the Authority, it also has a key role to play in supporting the Authority in the wider public sector arena.
14.2 During 2007/08 the Directorate was instrumental in strengthening links with Warwick University through arranging placements for students on MSc courses in Management Science and Operational Research and Information Systems. 16 placements were arranged for students in a range of projects across the authority.
14.3 The Directorate continues to support the Authority in the delivery of the Waste Strategy. A partnership – Project Transform - has been formed with Coventry City Council and Solihull Metropolitan Borough Council to improve the management of waste within the sub-region. This has developed into a programme of work that all three partners are working towards delivering jointly.
14.4 In June 2007 the Directorate organised and facilitated the first workshop of colleagues working in Learning and Development from across the sub-region to explore the possibility of creating a Learning and Development Academy. Since then thirteen organisations have become involved in developing this initiative. The vision for the Academy is to be the region’s leading provider in skills development to improve the delivery of public sector services. The initiative continues to gather more and more interest especially at a regional and national level.
15. Pay and Conditions Review
15.1 While physical, IT and financial resources are extremely important, it is staff that deliver our services. During 2007/08 the Directorate played a major part in the implementation of the first phase of the Pay and Conditions Review and helped to ensure that this extremely difficult and challenging process was managed as well as possible for all the staff concerned. Staff from the Directorate were responsible for the financial modelling, for reconfiguring the HRMS system, and for calculating and making back payments.
Report of Cabinet Portfolio Holder for Resources.doc 10
16. Conclusion
I would like to pay tribute to the staff of the Resources Directorate in their support for this portfolio and for their skills and commitment. This is well illustrated by the results of the staff survey in which the Directorate scored highest in most of the questions and were above the local government benchmark.
These results provide significant confidence that high level of standards of service from the Directorate will be sustained and this will assist the Council in taking forward its priorities.
Councillor Alan Cockburn Portfolio Holder for Resources September 2008.
Report of Cabinet Portfolio Holder for Resources.doc 11
Agenda No 5
AGENDA MANAGEMENT SHEET
Name of Committee Council
Date of Committee 9 September
Report Title Annual Report of the Portfolio Holder for Partnerships and Localities Summary
For further information Janet Purcell please contact: Cabinet Business Manager Tel: 01926 413716 [email protected]
Would the recommended No. decision be contrary to the Budget and Policy Framework?
Background papers None
CONSULTATION ALREADY UNDERTAKEN:- Details to be specified
Other Committees ......
Local Member(s) X None
Other Elected Members ......
Cabinet Member X Councillor Peter Fowler, Portfolio Holder for Partnerships and Localities
Chief Executive ......
Legal ......
Finance ......
Other Strategic Directors X David Carter - Strategic Director, Performance and Development
District Councils ......
Health Authority ......
Police ......
Other Bodies/Individuals ......
PHr for Partnerships and Localities.doc 1 Jpur
FINAL DECISION YES
SUGGESTED NEXT STEPS: Details to be specified
Further consideration by ...... this Committee
To Council ......
To Cabinet ......
To an O & S Committee ......
To an Area Committee ......
Further Consultation ......
PF for Partnerships and Localities.doc 2
Agenda No 5
Council - 9 September 2008
Annual Report of the Portfolio Holder for Partnerships and Localities
Report of the Strategic Director, Performance and Development
Recommendation
That Council receives the annual report of the Portfolio Holder for Partnerships and Localities
1 Introduction
This is the second round of annual reports from Cabinet Members on the development of policies and activities within their portfolios and, as in the previous year, the reports will be considered alongside the annual reports from Overview and Scrutiny Committees. This will continue to provide an opportunity for members to question both the Cabinet Portfolio Holders and Chairs of Overview and Scrutiny committees on issues within their remits.
2. Programme of Reporting
The current programme of reporting concludes on 21 October when Council will receive a report from the Cabinet Portfolio Holder for Economic Development and from the Chair of the Economic Development Overview and Scrutiny Committee.
3. Recommendation
The Council is invited to receive the report from the Portfolio Holder for Partnerships and Localities.
DAVID CARTER Strategic Director, Performance and Development
Shire Hall Warwick September 2008
PF for Partnerships and Localities.doc 3
Council - 9 September 2008
Annual Report of the Portfolio Holder for Partnerships and Localities
Recommendation
That Council receives the annual report of the Portfolio Holder for Partnerships and Localities.
1. Background
1.1 This is my annual report of activities undertaken as Portfolio Holder for Partnerships and Localities. I took this position in May 2008, and previously held the position of Portfolio Holder for Performance and Development. Achievements pertaining to responsibilities I held before May 2008 can be found in the report of the Portfolio Holder for Corporate Services.
1.2 In this role, I have responsibility for partnership working including Local Area Agreements and community partnerships and governance, maximising the potential of shared services, co-ordination of locality working, and supporting the Leader on external relations.
2. Achievements
2.1 Local Area Agreement (LAA)
During the past year good progress has been made on the implementation of the first LAA (as from April 2007) and the development of the new LAA. This has seen the establishment of a new framework for countywide partnership working through the six theme groups that correspond with the LAA Blocks. The first LAA was generally well regarded by both partners and Government Office West Midlands (GOWM) and reasonable progress was made towards the outcomes and measures that had been agreed.
Half way through the year partners began to focus on the development of a new LAA in line with the requirement that all upper tier authorities produce a new LAA by June 2008 derived from the National Indicator Set. Following negotiations with partners and GOWM, the new LAA was eventually agreed in May 2008 and has been endorsed not only by the County Council but also by all of its key partners. Currently, efforts are focused across the LAA Blocks on the establishment of new Delivery Plans which will lead to new partnership actions from September this year.
PF for Partnerships and Localities.doc 4
2.2 Local Public Service Agreement 2 (LPSA2)
Partners have continued to focus on the work required by the ten projects which collectively make up the LPSA2 Agreement. The latest performance information available from the Projects indicates that, based on current forecasts, approximately £10m of Reward Grant should be available to the county of Warwickshire at the conclusion of the projects that collectively make up LPSA2.
2.3 Warwickshire Public Service Board (PSB) and support for District LSPs
The PSB held its first meeting in April 2007, and has so far met on eight further occasions. During this time it has overseen the implementation of the first LAA and the development of the second LAA; agreed governance, performance management and financial reporting arrangements; made recommendations to the County Council for the allocation of the Area Based Grant, and has begun to make progress towards it overarching ambition of Narrowing the Gap. The allocation by the County Council of £800,000 to the five District based Local Strategic Partnerships to further work in relation to Narrowing the Gaps in their areas has been particularly significant.
Latterly, the Board has been carrying out a rigorous joint scrutiny exercise in respect of the current use of Area Based Grant, the results of which will be reported to the next meeting of the Board in September.
2.4 The development of Locality Working
Following many months of negotiation and discussion, the County Council agreed on 13th May 2008 that 23 Localities, supported by 30 Community Forums, should be established in order to enhance the opportunities of local people to influence service provision in their communities and to galvanise partnership activity at a local level. We have been very well supported in this work by Warwickshire Police – with the Police Authority agreeing on 21st May that they would work to the locality boundaries agreed by the Council and ensure that the PACTs (which they had previously established as their essential interface with communities on local policing issues) should merge with the community forums.
Furthermore, all of the District and Borough Councils are supportive of the County Council’s approach to Locality Working as is Warwickshire Primary Care Trust.
Good progress continues in this area of work in both North Warwickshire and Rugby and in the other three areas of the County, and further good progress is beginning towards the establishment of the community forums. It is intended that all 30 of the Community Forums are up and running by the end of November by the end of the year.
PF for Partnerships and Localities.doc 5
The Area Committees are continuing to operate in all areas of the County with the exception of Stratford on Avon where, following intensive and effective discussions with the District Council, three Joint Committees have been established to replace and merge the former County Council Area Committee and the Area Community Committees operated separately by the District Council.
2.5 Relationships with Town and Parish Councils
The County Council has continued to develop its relationships with the third tier of local government through work with individual town and parish Councils (largely based on taking forward their role in Locality Working) and through further developing its strategic relationship with Warwickshire Association of Local Councils (WALC).
At the request of WALC, we have assisted them to convene two successful Focus Group meetings with large numbers of Town and Parish Councils being represented.
2.6 Shared Services
Although “shared services” has had an enhanced profile in recent years, the County Council has a number of shared service arrangements in place with other public agencies, some of which have been in place for several years, and a list of these is included at appendix A.
There are a number of arrangements which have developed considerably over the course of the last twelve months and these include the following: (i) One stop shops. This year has seen a continuation of the one stop shop programme with new one stop shops opened in Atherstone, Nuneaton, Whitnash, Southam and at Shire Hall in Warwick. (ii) Energy from Waste. The project to develop a new Energy from Waste facility in partnership with Coventry City Council and Solihull MBC was initiated, and Expression of Interest for PFI Credits submitted to DEFRA. This was subsequently agreed and work is now well underway to develop the Outline Business Case. (iii) Learning and Development Academy. Work has started with the Warwickshire Districts and Boroughs, Warwickshire Police, Warwickshire PCT, Coventry PCT, the Coventry and Warwickshire Partnership Trust, Coventry City Council and Warwick University to develop a Learning and Development Academy as a pan-public sector training facility for the sub-region. All organisations have recently committed to providing resources to further progress the development, and programmes delivered through partners’ existing facilities will commence this autumn, with an early “win” likely to be around member development. (iv) Area Property Reviews. These reviews are being carried out with the involvement of all public and voluntary sector agencies in each area. The reviews are identifying opportunities for co-location with other agencies and proposals for joint facilities are actively being explored in areas such as Atherstone and Kenilworth.
PF for Partnerships and Localities.doc 6
(v) Procurement. Work is underway in partnership with the local authorities in the sub-region and Warwickshire Police to further develop collaborative arrangements around procurement, through the development of a joint procurement strategy. (vi) Internal Audit. A review is currently in progress exploring the potential for a joint internal audit function covering the County Council, Warwickshire districts and borough and Coventry City Council.
When the Government announced the outcome of the Comprehensive Spending Review in the autumn of 2007, shared services were identified as one of the key areas where potential existed for improving the efficiency of the public sector, and they remain a key plank of the Government’s ongoing Gershon efficiency strategy.
3. Challenges, Issues and Ambitions
3.1 Warwickshire Public Service Board
Partners involved with the PSB have recognised the need for it to now focus on the development of a shared Vision and Strategy for partnership work across the county (to be embodied in a new countywide Sustainable Community Strategy) and to pay greater attention to the achievement of real outcomes for local communities. The first meeting of the PSB Advisory Forum was held in July 2008 and it is intended that the Forum will play a key role in the development of the shared Vision and Strategy.
3.2 Voluntary and Community Sector Strategy
In 2006 the Council adopted a five year Voluntary and Community Sector Strategy. While much has been achieved through this strategy, local and national developments provide opportunities to build on this work to develop a single strategy through which Warwickshire’s public sector can work together in support of a thriving and diverse voluntary and community sector.
In response to these developments, the Council is now developing a joint ‘Third Sector Strategy’ with public sector partners through the Stronger Communities Partnership, which reports to the Public Service Board.
One key area of work within the Third Sector Strategy will be around simplifying funding arrangements. More specifically, the County Council and partners are moving towards jointly commissioning key voluntary services which have previously been supported through ‘core funding’ agreements. More detailed proposals on this matter will be brought to Cabinet in November.
3.3 Localities
The next twelve months will be an exciting time for the development of locality arrangements. Community forums will be established across the County which fully incorporate the Partners and Communities Together, and Safer
PF for Partnerships and Localities.doc 7
Neighbourhood Panels that have previously been operated by the Police. There will be well informed Locality Profiles describing key facts and issues for each Locality coupled with a Plan for each Locality that has been approved by the relevant Community Forum and summarises the key priorities that local people would like to see achieved over the coming twelve months. We will then work in partnership to deliver these outcomes for local people.
I feel particularly strongly that it will be important to strengthen relationships in areas where Parish and Town Councils exist, and to ensure that involvement of Parish and Town Councils in the locality arrangements for the area. Locality working will result in a higher profile for all Councillors as Community Leaders, including those at the town/parish level, and it is therefore crucial that the Parish and Town Councils have significant involvement.
3.4 Shared Services
Looking forward, work is underway with the Warwickshire districts and boroughs to develop a consistent approach to shared services, and this was the subject of a conference in June 2008. A number of staff are being seconded from the authorities to undertake work in this area, and to help break down some of the barriers which have historically plagued this area of work. Additionally, work will continue on each of the projects listed previously in section 2, all of which are central to the County Council’s long term vision.
On 22nd September, Cabinet will meet to consider a review of fire service provision in Warwickshire, Herefordshire and Worcestershire, with a view to pursuing partnership arrangements with local authorities in Herefordshire and Worcestershire. This project represents a major partnership venture and I will be working closely with the Portfolio Holder for Community Protection to ensure its success.
3.5 External Relationships
One of the most significant developments in our external relationships this year has been developing partnership working with Coventry City Council. Portfolio Holders and SDLT have held two meetings with Coventry City Council this year, and have held discussions around issues such as sub- regional waste treatment, implications of the sub-national review of economic development, and narrowing the gaps as well as those areas listed under ‘shared services’ where opportunities exist for us to work together.
The Leader of the Council has also met with the Leaders of Coventry City Council and Solihull Metropolitan Borough Council (MBC), to develop the relationship between all three authorities and to introduce Solihull MBC to the joint working already taking place with Coventry City Council. As a Cabinet, we will be taking this work forward this year with a meeting of representatives from all three Councils due to take place in November. A Concordat for joint working has been drafted by the County Council and presented to Coventry City Council and Solihull MBC; work will take place over the coming year to develop this further particularly in relation to the involvement of Solihull MBC in sub-regional partnership working.
PF for Partnerships and Localities.doc 8
Cabinet has also met with Leicestershire County Council’s Cabinet this year. This was another useful exercise, not least as it provided us with a valuable opportunity to share best practice, which we hope to replicate over the coming year.
This is a new Portfolio and over the past few months I have been developing some key ambitions that I will be working towards: • Partnership working to narrow the gaps and achieve greater efficiency for all local authorities in Warwickshire; through such mechanisms as the Local Area Agreement, the Public Service Board, the Local Public Service Agreement and a joint Sustainable Community Strategy. • Harnessing the voluntary and community sector’s potential in enabling the County and District & Boroughs to achieve their aims. • Achieving efficiency through shared services in areas such as IT, HR (with particular reference to the Learning and Development Academy), procurement and the treatment of waste. • In recognition of the reality that flooding and other emergencies do not respect local authority boundaries, enabling cross-boundary response to issues such as flooding and highways. • Working with the Portfolio Holder for Economic Development to progress sub-regional working for the benefit of regeneration and economic development initiatives. • Establishing vibrant locality services that ensure local people are involved in setting priorities for their community, Councillors fulfil their key role as Community Leaders, and work is focused on achieving outcomes for local people. • Developing strong relationships with other local authorities, to enable opportunities for partnership working for all Portfolio Holders. • Developing effective communication with all partners to enable the achievement of these ambitions.
4. Conclusion
4.1 I would like to thank the diverse range of officers who have worked with me this year for all of their hard work, and in particular David Carter, Nick Gower- Johnson and Dave Clarke for their work on partnerships and shared services respectively. The Resources, Performance and Development Overview and Scrutiny Committee also remain vitally important to the work of my Portfolio, and I would like to thank them for excelling in their role of ‘critical friend’ to my and the other Portfolios within their remit.
4.2 I have greatly enjoyed the work I have undertaken since May as Portfolio Holder for Partnerships and Localities, and look forward to taking this forward over the coming year. There are many exciting opportunities for partnership working with our District and Borough colleagues as well as in the sub-region, and for advancing locality working. I look forward to leading this vitally important work, and working with all of our partners to deliver benefits for the people of Warwickshire.
PF for Partnerships and Localities.doc 9
Appendix A
Shared Service Arrangements
Adult Social Care
1. The Supporting People Programme, with input into the Core Strategy Group and the Commissioning Body by District and Borough Councils, Health, Probation, Youth Offending and Service providers.
2. The Integrated Community Equipment Store. This is a formal (Section 31) arrangement with the PCT.
3. Joint commissioning arrangements, including Joint Chief Officer governance arrangements, with 3 joint commissioning groups agreeing and implementing strategic priorities (for older people, mental health and learning disabilities).
4. Partnership Boards for carers, older people and learning disability, plus local implementation groups for mental health. The membership of these includes service users, carer providers, the voluntary sector and other stakeholders.
5. Work associated with Disability Facilities Grant with District Councils.
6. The Adult Safeguarding Partnership Board.
7. A block contract negotiated with the PCT for learning disability services. There is also a Section 31 agreement and budget associated with this. In addition there is a learning disability database which is shared with the Coventry and Warwickshire Partnership Trust.
8. In mental health there is a joint adult team with health, including social workers. There are also older people mental health posts in the north and Rugby with single line management.
9. There is joint working with the Pensions Service, the Job Centre and Warwick District Council on financial visiting and sharing of information. A Memorandum of Understanding on data sharing has recently been signed with the Pension Service.
10. The Warwickshire Quality Partnership, which involves joint working with the voluntary sector on care standards for private and voluntary sector providers.
11. The Coventry & Warwickshire Partnership which involves joint working with Coventry on a workforce database for the private and voluntary sector.
12. There are also workforce development forums on learning disability, mental health and older people.
PF for Partnerships and Localities.doc 10
Trading Standards
1. Warwickshire Trading Standards work closely with colleagues in both Solihull and Coventry to share intellectual resources in order to avoid duplication of work associated with the National Intelligence Model, to deploy enforcement activity against strategically assessed priorities for the greater benefit of consumers and legitimate businesses in our shared areas. Work is undertaken with these partners across all of the areas covered by Trading Standards.
2. Considerable joint working takes place with the Police in relation to both anti- counterfeiting work at occasional and regular markets and also operations around doorstop crime.
3. Databases and visit programmes are shared with Environmental Health officers in Districts to minimise duplication of effort.
Children’s Services
1, There is formal collaboration between the two Governor Services in Warwickshire and Coventry.
2. There is joint working with Oxfordshire on Health and Safety inspections.
3. WCC are partners in WMNet the regional broadband consortium which helps all West Midlands Authorities connect to the National Education Network.
4. WCC are partners in the Artemis E-learning Project with Stoke, Staffordshire, Dudley, Sandwell and Herefordshire. This project is geared towards the development of a Common Induction Standard e-tool. There is also joint working with Coventry City Council on training Learning Mentors on induction standards.
5. The Integrated Disability Service which is a major initiative with the PCT and involves PCT staff being located at our Saltisford offices.
6. There are partnerships with Coventry City Council and Solihull MBC in the Social Work Training Partnership, jointly with the Universities of Warwick and Coventry, the Child Death Review Partnership and the Fostering Network Mediation Service.
7. There are links with all of the Warwickshire Authorities, Police and the PCT through the Warwickshire Safeguarding Children Board.
8. There is a jointly funded commissioning post for Children Services with the PCT.
9. There is a joint Connexions Team with the Coventry City Council.
10. Work is in hand to develop a safer schools partnership with Police.
PF for Partnerships and Localities.doc 11
11. The Respect Yourself campaign (teenage pregnancy and sexual health) is operated jointly with the PCT.
Environment & Economy
1. There is joint working with Police and the Courts as part of the Warwickshire Camera Safety Partnership.
2. Economic Development activity is co-ordinated through the Coventry, Solihull and Warwickshire Partnership Forum.
3. WCC are jointly commissioning an Energy from Waste plant with Coventry and Solihull.
4. The County Council are involved in WRASP, a multi agency partnership including the Rural Community Council, the Learning & Skills Council, Job Centre Plus and CSWP. A variety of sustainable transport related projects are delivered via WRASP.
Performance & Development
1. Customer Service Centres within all authorities operate on a system jointly procured with all of the Warwickshire Districts. In addition, the County Council’s Customer Service Centre is being integrated with that of Warwick District Council.
2. A number of One Stop Shops have now opened across the County in partnership with the Districts and in some instances with other agencies such as the PCT, Police and the Voluntary Sector.
3. There is now an integrated Coroners Service for Coventry & Warwickshire.
4. The Interpretation and Translation Service supports a number of organisations in the health sector, together with the Probation Service, Warwickshire Police, Job Centre Plus and Warwick District Council.
5. Internal Audit Services have been provided to all of the Warwickshire District Councils at different times. Additionally, there is a joint procurement of computer audit services across all of the Warwickshire Authorities and the project is currently looking at the potential for further collaboration across all of the Warwickshire Districts, Warwickshire Police and Coventry City Council.
Resources
1. WCC provide a range of financial services to Warwickshire Police Authority, of which Dave Clarke is also the Treasurer. These include, treasury management services, budgeting and accounting advice, pension services for civilian staff and strategic financial advice.
PF for Partnerships and Localities.doc 12
2. WCC provide payroll services to Stratford District Council and Warwick District Council.
3. WCC are undertaking the LINKS procurement jointly with Coventry.
4. WCC are partners in both the Northern and Southern Justice Centres and provide strategic property advice to both projects.
5. The County Council are involved in a range of collaborative procurement working, including ESPO, a joint contract with Coventry for strategic procurement training and joint contracts for foster care provision with Coventry and Solihull. Recently all Warwickshire local authorities, Coventry CC, Solihull MBC and Warwickshire Police have started looking at the possibility of further collaboration through the production of a joint procurement strategy.
6. Area property reviews are underway which will, over a 3 year period, cover the whole of the County. These reviews are being undertaken jointly with the District Councils and all other public and voluntary sector agencies with property in a particular locality. The purpose of the reviews is to examine explicitly the potential for sharing property.
7. WCC are developing a Public Sector Academy with all of the Warwickshire authorities, Police, three Health Trusts and Coventry and Solihull councils.
In addition, there are two other initiatives underway which are at an early stage of development (although they have been running for some time). All Warwickshire authorities are looking at the potential to share HR transactional services. Additionally, we are looking at a combination scheme for our Fire Service and the Hereford and Worcestershire Fire Authority.
PF for Partnerships and Localities.doc 13
Agenda No 6
AGENDA MANAGEMENT SHEET
Name of Committee Council
Date of Committee 9 September 2008
Report Title Annual Report of the Portfolio Holder for Corporate Services Summary
For further information Janet Purcell please contact: Cabinet Business Manager Tel: 01926 413716 [email protected]
Would the recommended No. decision be contrary to the Budget and Policy Framework?
Background papers None
CONSULTATION ALREADY UNDERTAKEN:- Details to be specified
Other Committees ......
Local Member(s) X None
Other Elected Members ......
Cabinet Member X Councillor Heather Timms
Chief Executive ......
Legal ......
Finance ......
Other Strategic Directors X David Carter - Strategic Director, Performance and Development
District Councils ......
Health Authority ......
Police ......
Other Bodies/Individuals ......
1
FINAL DECISION YES
SUGGESTED NEXT STEPS: Details to be specified
Further consideration by ...... this Committee
To Council ......
To Cabinet ......
To an O & S Committee ......
To an Area Committee ......
Further Consultation ......
Report of the Cabinet Portfolio Holder for Corporate Services.doc 2
Agenda No 6
Council - 9 September 2008.
Annual Report of the Portfolio Holder for Corporate Services
Report of the Strategic Director, Performance and Development
Recommendation
That Council receives the annual report of the Portfolio Holder for Corporate Services.
1 Introduction
This is the second round of annual reports from Cabinet Members on the development of policies and activities within their portfolios and, as in the previous year, the reports will be considered alongside the annual reports from Overview and Scrutiny Committees. This will continue to provide an opportunity for members to question both the Cabinet Portfolio Holders and Chairs of Overview and Scrutiny committees on issues within their remits.
2. Programme of Reporting
The current programme of reporting concludes on 21 October when Council will receive a report from the Cabinet Portfolio Holder for Economic Development and from the Chair of the Economic Development Overview and Scrutiny Committee.
3. Recommendation
The Council is invited to receive the report from the Portfolio Holder for Corporate Services.
DAVID CARTER Strategic Director, Performance and Development
Shire Hall Warwick September 2008
Report of the Cabinet Portfolio Holder for Corporate Services.doc 3
Council - 9 September 2008.
Annual Report of the Portfolio Holder for Corporate Services
Recommendation
That Council receives the annual report of the Portfolio Holder for Corporate Services.
1. Background
1.1 As Portfolio Holder for Corporate Services, I am delighted to present my annual report on my activities since being appointed to this position in May 2008, and also the achievements of the services within my Portfolio prior to this.
1.2 The Portfolio relates to areas contained within the Performance and Development directorate. The role includes responsibility for customer service and access, change management including New Ways of Working, organisational development, information management, communications, human resources, law , probity and corporate governance.
2. Key Achievements
2.1 Communications and Media
This has been a highly successful year for the Communications and Media division. In 2007, 70% of all media coverage was recorded as beneficial and negative coverage was kept well below 10%. Further success is expected for 2008, as the Media team has been reorganised this year to support the corporate priorities, to raise the profile of elected members and to raise the Council’s regional and national profile.
Intensive Communications support was launched for the Atherstone-on-Stour fire in November 2007. The incident was dealt with in a highly professional and sensitive manner, despite challenging issues involved. This is one of many successful projects that the Communications team has worked on over the past year. Other projects include support of the New Ways of Working programme, and working with Customer Access on developing Customer Insight and Channel Management.
In terms of Internal Communications, the service has been totally overhauled since 2005 and there are now many positive initiatives to improve and increase internal communications. Of particular importance this year was the relaunch of Inform as an electronic bulletin for Members; and also the ‘Friday Alternative’ and ‘View from the Leader’ as news bulletins from the Chief Executive and Leader on a fortnightly basis.
Report of the Cabinet Portfolio Holder for Corporate Services.doc 4
The Council website continues to be recognised as highly successful by the Society of IT Managers, and in 2007/08 recorded 85% user satisfaction and a 29% increase in the number of visitors to the site.
3.2 Change Management
The Performance and Planning team have this year refreshed the Performance Management Framework, to ensure that performance management is coordinated with financial management and risk management. The Corporate Report Card for this year was agreed at Cabinet in July. This new approach takes into account the agreed LAA targets, and also enhances Members’ opportunity to effectively engage with performance information through both the Cabinet and Overview and Scrutiny Committees.
The Performance and Planning team have also coordinated the Council’s handling of its CPA and JAR assessments earlier this year. The results of the assessments will not be known until the autumn; however it was clearly a successful process, with a lot of positive feedback from the inspectors. The Performance and Planning team led the process in a well-organised and highly positive manner.
Another success for Change Management has been the implementation of a new Information Management Strategy, that provides a simpler and more modern approach to information management, with a clear vision and objectives to work towards over the next 7 years. A Warwickshire Information Charter was agreed by the Public service Board and the Warwickshire Direct Partnership has agreed a common Privacy Notice to inform the public of how we use their information to improve local services. We have also embarked on our first major use of electronic records by scanning all employee records as part of modernising the Human Resources service.
Business Consultancy continues to assist the achievement of corporate, directorate and team objectives through the provision of advice, support and practical assistance to colleagues both within the Authority and partner bodies. Significant input by the Business Consultancy team to initiatives such as the refurbishment of the Shire Hall reception and One Stop Shop, the implementation of Modern and Flexible Working in AHCS, and the Business Process Improvement Programme has contributed greatly to their success.
The team also continues to provide a range of consultation services, carrying out large scale surveys such as the corporate staff survey and the Every Child Matters schools survey.
3.3 Customer Service and Access
The Customer Service and Access division have continued the major project of rolling out one stop shops across the County. Over the past year, new one stop shops have opened in Nuneaton, Whitnash, Southam and Warwick. Warwick’s Post Office branch has also been co-located with the One Stop
Report of the Cabinet Portfolio Holder for Corporate Services.doc 5
Shop at Shire Hall in Warwick – a particularly successful venture which has proved very popular.
The Customer Service Centre has been developed further over the past year, and now takes calls on a wide range of subjects including highways and street lighting queries, and also PHILLIS services. Highways alone is currently generating approximately 37,000 calls per annum.
A revised Corporate Complaints procedure has been agreed this year, which will ensure that the Council makes the most of positive and negative customer feedback to improve services, and encourages a solution-focused culture. This year, the Council also hosted the first ever national forum on “what makes a good corporate complaints system?” with guest speaker Ann Seex, the Local Government Ombudsman for York.
The Consultation and Engagement Strategy was reviewed and agreed by Cabinet in March. We are now working to deliver the strategy, with the aim of using the results of consultation more effectively to improve service delivery.
The Interpretation and Translation Service moved into the Customer Service and Access division this year, and the move has proved very successful. The team has achieved a 99% satisfaction rate for 2007/08.
3.4 Law and Governance
Comprehensive legal support has this year been provided for a wide range of projects including the localities agenda (in particular the establishment of three joint Committees in the Stratford area), the governance of the LAA blocks and Public Service Board, and the Pay and Conditions Review.
Legal Services have also provided significant legal support to Stratford and Warwick District Councils, Warwickshire Police Authority and Warwickshire Police as part of Enhanced Two Tier working. Joint training activities, for example for the Standards Committee, has also taken place with the District and Borough Councils and the Police Authority.
Member Support and Development has been an important area of work this year. The Council is now signed up to the West Midlands Member Development Charter. Other work is also under way with a view to developing a robust Member Development Programme, based on a comprehensive review of members’ roles and responsibilities.
In addition, the role of Cabinet Business Manager was introduced in April 2008 to support the Leader and Cabinet Members in developing their visible leadership of the Council. The role is proving highly beneficial to Members.
The Scrutiny function has continued to develop its capacity over the past year, with high levels of engagement from partner organisations and from Members. Members have been involved in a number of visits to user groups, representative groups and various facilities; and have also undertaken more scrutiny exercises in small groups or as individuals. A new performance and
Report of the Cabinet Portfolio Holder for Corporate Services.doc 6
evaluation framework for the O&S Committees has also been implemented, driving standards even higher.
3.5 Human Resources
In September 2007 the HR Service Centre was opened, bringing together for the first time the HR transactional activities hitherto undertaken separately in directorates. The intention has been to achieve consistence of process, more effective use of ICT and improvements in standards. Although much of the process re-engineering required is still work in progress, significant gains in efficiency have already been seen, in the form of reduced error rates and significant savings in advertising costs, reduced overtime costs and a substantial improvement in compliance with recruitment standards.
The HR function is now heading up implementation of the HRMS system (the payroll phase having been completed) and are already seeing significant returns from investment in this major new system. In particular, manager and employee self-service is being rolled out, allowing much quicker updating of records and access to information. Greatly improved data is also accessible in, for example, areas such as absence, equalities and performance etc. A minor, but significant product has been the facility to allow all employees to donate the ‘spare pennies’ on their monthly salary payments to charity – an arrangement that is currently contributing around £20,000 to local hospices.
The completion of Phase 1 of the Pay & Conditions Review has delivered a new pay structure, incorporating equal pay requirements, for 9000 employees (or 60% of the non-teaching workforce). Accompanying this implementation has been a streamlining of the pay structure, involving the deletion, amendment or consolidation of some 300 separate pay allowances. This has been achieved by working in close partnership with the trade unions and workforce, and has thus far avoided the severe employee relations difficulties that have beset other local authorities. It is intended to take a similar approach with Phase 2, covering the majority of other non-teaching posts.
The third annual corporate staff survey was completed in 2007, continuing to achieve a higher than average response rate. Notwithstanding the structural changes that had been implemented during the preceding 12 months, overall satisfaction rates continued to improve on already high levels. Early results from the 2008 survey suggest that this upward trend has continued.
In the last few months, the County Council’s first Corporate Workforce Plan has been completed and approved, setting out for the first time a clear articulation of our aspirations and plans for not only the County Council’s workforce but also the pubic service as a whole within Warwickshire. This is a crucial step in bringing together the excellent work on developing the workforce that has been undertaken at a directorate level to the benefit of the Council as a whole and to the wider public service.
A key task in the process of developing the workforce as a whole has been the development of a single corporate appraisal process. This is now being
Report of the Cabinet Portfolio Holder for Corporate Services.doc 7
rolled out across the Council, ensuring consistency of development of all of our employees.
3. Challenges, Issues and Ambitions
3.1 Communications and Media
A major challenge for the Communications and Media division is to develop a comprehensive online communications framework. This is a long term project to ensure consistent and attractive online services for users, and to establish the online service as our preferred customer access channel.
The Customer Insight and Channel Management work with Customer Access will continue, with the aim of supporting seamless access to public services in a way that reflects customer needs and preferences.
Work will also continue on raising the profile of the Council and its Elected Members, and on sharpening the reputation of the Council nationally. In addition, the Warwickshire Direct brand will be developed across all channels, so that it is recognised as the public service gateway for Warwickshire.
In terms of internal communications, the development of the intranet will be completed. This will mean the intranet is an indispensable business tool for all staff.
3.2 Change Management
This year has seen the Council undergo a number of assessments including the YOT inspection, Joint Area Review and CPA Corporate Assessment. In addition, the Council will be undergoing a corporate Investors in People assessment. Although each individual directorate has IIP accreditation this will be the first time that the organisation as a whole has pursued corporate accreditation that will look at how the Council works corporately to improve performance through the effective management and development of staff. Work will commence on drawing together a comprehensive action plan once the results of these inspections are known, bringing all the areas for improvement into one plan.
A major challenge for the coming year is the introduction of the Comprehensive Area Assessment (CAA) to replace the current CPA framework from April 2009. Government inspectorates including the Audit Commission have recently published a second piece of consultation considering how the CAA will work. The focus of CAA will shift from assessing organisations’ past performance to assessing the effectiveness of partnerships. It will look at how well Councils and their partners are doing in delivering the priorities set out in their Local Area Agreements and Sustainable Communities Strategies. We will be working with partners to pull together a joint response to the consultation to ensure that the inspection framework is robust and promotes improvement whilst recognising the need to be proportionate.
Report of the Cabinet Portfolio Holder for Corporate Services.doc 8
A New Ways of Working Programme Board was established in 2007 and includes Member representation. New Ways of Working is the Council’s overall 10 year change management programme. In 2008/09 the programme will focus on the delivery of our Vision, and the associated projects as set out below: (i) Improve Services: We are improving services through delivery of our top four priorities; a programme of value for money reviews; business process improvement and modern and flexible working; externally validated performance; the CPA Peer Review and empowered staff. (ii) Putting our Customers First: We are putting customers first by delivering a suite of one stop shops; enhanced customer service development and the Front Line First programme. (iii) Leading Communities: We are leading communities by delivering the new LAA for Warwickshire; Partnering and Shared Services Solutions; locality working and ‘narrowing the gap’.
In Information Management, ambitions for the coming year include continuing the review of Information Management to provide a corporate integrated Information Management function by 2009; reviewing and strengthening data protection measures to ensure security of personal information holdings; and improving access to information through the intranet and new electronic document projects.
For Business Consultancy, the service will continue to support the principal change initiatives within the Council, and over the coming year this will include business process improvement, modern and flexible Working, development of one stop shops and customer access. The service will need to be innovative in order to meet demands whilst maintaining current charging levels, and absorbing inflationary movements whilst ensuring that income covers expenditure.
3.3 Customer Service and Access
The Customer Service and Access Strategy will continue to be rolled out over the next year. In September 2008, Warwick District Council Customer Service Centre will be transferred into the Warwickshire County Council Customer Service Centre, and we will continue to develop joint customer care standards with all partners of Warwickshire Direct.
The One Stop Shop programme will also be progressed, with facilities planned for Lillington, Stratford, Alcester, Stockingford, Rugby and Leamington. All of this work is also driving work towards the achievement of Contact Centre Association Accreditation and the Customer Service Excellence Standard.
In terms of Customer Relations, a key challenge for the year ahead is the implementation of the strategic objectives for the new corporate positive and negative customer feedback policy and procedures. We will need to ensure that a sensible infrastructure is implemented to support the new processes, particularly in relation to IT, staff advice guidance and support, improved
Report of the Cabinet Portfolio Holder for Corporate Services.doc 9
customer awareness and better use of data to inform performance and service development.
As well as implementing the action plan contained within the Corporate Consultation and Engagement Strategy, the Corporate Consultation team will be carrying out a Place Survey this Autumn. The Place Survey is a statutory survey that will ask local people for their perception about the area in which they live. The results will be available in January 2009.
This year has seen the appointment of a full time Coroner for both Coventry and Warwickshire – a major partnership venture between the two authorities. To further streamline the registration service, the three registration districts will be amalgamated by the end of 2008.
3.4 Law and Governance
Work will continue over the next year on improving support to Councillors and raising awareness of the role of Councillors in communities. The implementation of the Local Government and Public Involvement in Health Act, alongside the recommendations of the Councillors Commission and the latest Empowerment White Paper has significant implications for Member Support.
Work on Member Development will continue over the next year, particularly in terms of delivering Member Induction in May 2009. The Cabinet and Member Support Team will continue work in this area to ensure provision of Member Induction and of the wider Member Development Programme.
The localities agenda will be a major item of work for the division over the coming year. Development of the role of Heads of Service within Localities will take place, and the role of Scrutiny in localities work will be expanded. Local Area Scrutiny is already underway and will be advanced over the coming year.
Other developments over the next year will include standardisation of the Committee Reporting Processes across the organisation, and the modernisation of the Legal Service in terms of case management, IT and flexible working.
3.5 Human Resources
A key priority for Human Resources is to build upon the existing commitment and enthusiasm of our workforce by empowering them to respond more flexibly to customer demands, to generate more service improvements and to work more effectively across organisational boundaries. This process will include an emphasis on the development of front-line staff and their managers and a ‘de-layering’ or existing management structures.
Transition to the ‘business partner’ model for delivery of HR is a key ambition for the service. This will see the bringing together of HR advisory casework into a single, co-located unit; and will bring the benefits of greater consistence
Report of the Cabinet Portfolio Holder for Corporate Services.doc 10
into the handling of HR advice and greater capacity for a number of ‘HR business partners’ with a dedicated role in supporting change management, organisational development and workforce planning.
4. Conclusion
4.1 Although I have only held my role as Portfolio Holder for Corporate Services since May, my work so far has been both challenging and rewarding. I also congratulate Councillor Peter Fowler for the many successes which took place when he was Portfolio Holder for Performance and Development.
4.2 It is clear that work across the portfolio in the coming year will present further challenges to all those involved, as well as a great deal of potential for further success. I look forward to working with officers, partners and the scrutiny committee to ensure that we build upon this year’s achievements.
Councillor Heather Timms Portfolio Holder, Corporate Services September 2008
Report of the Cabinet Portfolio Holder for Corporate Services.doc 11 Agenda No
AGENDA MANAGEMENT SHEET
Name of Committee Council
Date of Committee 9 September 2008
Report Title Children in Care – The Pledge and arrangements for the Children in Care Council
Summary Attached to this report is the Pledge and Constitution for the Children in Care Council. Both these developments come from the Government’s White Paper, Care Matters – Time for Change. The White Paper places requirements on Local Authorities and partner organisations to meet their Corporate Parenting responsibilities in improving outcomes and setting higher aspirations for children in care. These proposals were approved by Cabinet on 31 July 2008. Cabinet also agreed that, in view of the corporate parenting responsibility of every member of the Council and the importance of the Pledge, this should be submitted to Council for endorsement.
For further information Brenda Vincent Chris Hallett please contact: Assistant Head of Children Head of Children in Need in Need Services (Rugby) Services Tel: 01926 413324 Tel: 01926 742577 [email protected] [email protected]
Would the recommended No decision be contrary to the Budget and Policy Framework? [please identify relevant plan/budget provision]
Background papers DfES Green Paper consultation document Care Matters: Transforming the Lives of Children and Young People in Care, October 2006 County Council report 12.12.06 Cabinet reports 11.1.07, 15.11.07 and 31.7.08 DCSF White Paper Care Matters – Time for Change, June 2007
Council0006.doc 1 of 5 CONSULTATION ALREADY UNDERTAKEN: Details to be specified
Other Committees X Cabinet agreed that, in view of the corporate parenting responsibility of every member of the Council and the importance of the Pledge, this should be put to Council for endorsement
Local Member(s) Not applicable
Other Elected Members X Cabinet report sent to CYP&F O&S Spokespersons for information: Cllr John Burton Cllr Richard Grant Cllr John Whitehouse
Cabinet Member X Cllr Izzi Seccombe (Cabinet report)
Other Cabinet Members ……………………………………………………….. consulted
Chief Executive ………………………………………………………..
Legal X Victoria Gould – comments incorporated in Cabinet report
Finance X David Clarke, Strategic Director of Resources (Cabinet report)
Other Strategic Directors ………………………………………………………..
District Councils ………………………………………………………..
Health Authority ………………………………………………………..
Police ………………………………………………………..
Other Bodies/Individuals ………………………………………………………..
FINAL DECISION YES
SUGGESTED NEXT STEPS: Details to be specified
Further consideration by ……………………………………………………….. this Committee
To Council ………………………………………………………..
To Cabinet ………………………………………………………..
To an O & S Committee ………………………………………………………..
To an Area Committee ………………………………………………………..
Further Consultation ………………………………………………………..
Council0006.doc 2 of 5 Agenda No
Council – 9 September 2008
Children in Care – The Pledge and arrangements for the Children in Care Council
Report of the Strategic Director for Children, Young People and Families
Recommendation:
That Council endorses the Pledge and the proposals for the establishment of the Children in Care Council.
1. Background
1.1 The Green Paper Care Matters – Transforming the lives of children and young people in Care launched in October 2006 opens with the following statement: “despite high ambitions and shared commitment for change, outcomes for children and young people in care have not sufficiently improved. There remains a significant gap between the quality of their lives and those of all children. Tackling this requires urgent, sustained action cross central and local government, from practitioners in all aspects of children and young people’s lives and from their carers and family and friends.”
1.2 The Green Paper provided the opportunity for extensive national and local consultations about the needs of children and young people in care. On 11 January 2007 Cabinet approved Warwickshire’s response to the consultation process and on 15 November 2007 received a further report in response to the White Paper Care Matters – Time for Change. These documents and their proposals are underpinned by having a strong approach to Corporate Parenting, the importance of partnership working, early intervention strategies and improvements in securing placement stability for children in care. It is about ensuring that services are delivered around the child in an effective way.
1.3 The County Council approved its Corporate Parenting Policy, Strategy and Action Plan on 12 December 2006. This provides a firm foundation for making ongoing improvements in the provision of services and support to children and young people who are in care or who have been in care. The policy is overseen by a steering group of elected members.
Council0006.doc 3 of 5 1.4 Since August 2007 the Local Authority has been working extensively with young people with the support of the ‘What Makes a Difference’ project (Rainer Foundation) in developing proposals for the Warwickshire Pledge and arrangements for its Children in Care Council.
2. Corporate Parenting, the Pledge and Children in Care Council
2.1 The Government sees the role of corporate parent as key in improving outcomes for children in care. Elected members and practitioners across the range of agencies and services are both responsible and accountable for the care, wellbeing and future prospects of children in care. To this end the Local Authority is seen as having responsibility for bringing services together across all agencies at all levels. In Warwickshire this is evident through the Children’s Trust arrangements.
2.2 The Pledge (attached as Appendix A) is essentially a statement of ‘promises’ to ensure that children and young people in care are aware of their rights, and are supported and consulted in all matters that are significant to them.
2.3 Warwickshire has developed its Pledge through the active engagement of young people and the Elected Members Seminar, which took place on 13 December 2007, was a significant part of this process as it identified those priorities from the young people’s perspective. It also provided a further opportunity for elected members to appreciate their needs and circumstances.
2.4 The Children in Care Council will provide an opportunity for children and young people in care to shape and influence the parenting they receive at every level. It will provide direct links with the Director of Children’s Services and Lead Member who have overall responsibility for leading the corporate parenting arrangements, both across the Authority and with its partners in the Children Trust.
2.5 The Constitution for the proposed Children in Care Council (Appendix B) indicates that as from September 2008 an interim council will be in place consisting of ‘volunteered’ young people. It will meet with two elected members and the Director of Children’s Services on a quarterly basis initially. The longer-term proposal is to have an elected council of young people who will be responsible, with support, for the full running of the council business. An early task for the council will be to determine its communication strategy in relation to the wider group of children and young people in care so that it can truly represent the broadest range of issues that affect the lives of children in care.
3. Conclusion
3.1 The Pledge and Constitution for the Warwickshire Children in Care Council is the culmination of extensive work over many months.
Council0006.doc 4 of 5 3.2 The approach adopted in Warwickshire has been recognised as best national practice and this has been highlighted in the Government publication Care Matters: Time to Deliver for Children in Care.
3.3 These proposals were approved by Cabinet on 31 July 2008. The Cabinet agreed that, in view of the corporate parenting responsibility of every member of the Council and the importance of the Pledge, this should be put to Council for endorsement.
MARION DAVIS Strategic Director for Children, Young People and Families
Saltisford Office Park Ansell Way Warwick
27th August 2008
Council0006.doc 5 of 5 Appendix A
The Warwickshire Pledge Statements of Agreement and Action Areas July 2008
INTRODUCTION
Children and young people through their participation work have clearly stated that how things are done is often as important as what is done. As one young person said to camera in the confidential Video Diary Tent at the “Festival of Achievement” on April 19th 2008, “The best thing about being in care is that they are a good family who listen to me”.
Our Pledge promises are a statement of principles that makes it clear to children and young people how we will work with them as a Directorate and as partner agencies.
We promise to
• Care for you and about you and have the same hopes and aspirations and expectations of you that we would have for our own children.
• Recognise the impact of change in your lives and commit to minimising further disruption and change.
• Ensure that we really listen to you.
• Stick with you …. and continue to do what we think is right for you even when you do not agree with us.
• Ensure that the Children in Care Council through the Pledge commitments brings about positive changes for children in care by involving them in key decision making and developments.
Children and young people in care feel that the following things are most important to them:
CHOICE
1. We will create good outcomes for children and young people by ensuring that they can stay in their local schools/schools of choice more often. 2. We will create good outcomes for children and young people by allowing them to stay in their existing or preferred foster homes more often. 3. We will better record the views and wishes of children and young people and make them more prominent in all decisions about their placement and school choice.
Council0006a.doc A1 of 2
COMMITMENT
1. We will ensure that children and young people in foster care better understand the plans being made for them. 2. As a Local Authority we will create opportunities for you to be trained and employed in the ‘family firm’ and will look to expand these opportunities year on year. 3. We will review the procedures that will ensure all children and young people have a doctor whose name they know.
TRUST
1. We will strive to ensure that your social worker, or other person who is important to you, is able to spend more time with you. 2. We will ensure that the Out of Hours Helpline is better available to you for when you might need it.
COMMUNICATION AND IMPROVEMENT
1. We will improve the ways that we work with schools, colleges and other agencies to encourage and support you in further education so that you are helped and supported to do well. 2. We will launch a Living Skills Scheme to help you cope in independent living. 3. We will ensure that every child and young person in care has his or her own suitcase. 4. We will make sure that you have access to information that makes sense to you about being in care and your rights. 5. We will review the financial provision to young people in care to ensure that you receive your basic entitlements and payments. 6. We will review the payment of allowances to children and young people in care to make sure that individual needs and expenses are met including special occasion costs such as Prom Nights.
NEXT STEPS
We will implement by . . . .
• These Statements of Agreement that will be considered by the Children in Care Council at its first available opportunity. • Arrangements that we will be put into place to measure outcomes and improvements in these areas. • These agreements and action areas forming the basis of any future Action Plan for Children in Care (agreed with the Local Authority) that will become part of Care Planning and Pathway Planning processes. and • The Children in Care Council producing an Annual Report of its work.
Council0006a.doc A2 of 2 Appendix B
Constitution and Powers of Warwickshire’s Children In Care Council (July 2008)
1. Introduction
• The White Paper “Care Matters Time for Change” requires every Local Authority to set up a Children in Care Council with direct links to the Director of Children’s Services and the Lead Member. The Council is expected to give children in care, and care leavers, a platform to express their views and influence the services and support they receive. In this document “children in care” refers to children who are looked after without a court order in place as well as those subject to care orders. “Young people” refers to young people to whom the County has duties as care leavers under the Children Act 1989.
• Warwickshire’s model has been developed in partnership with “What Makes The Difference” (Rainer Foundation).
2. The purposes of Children in Care Councils are:
• To act as an ‘overview and scrutiny committee’ for all key children in care and leaving care developments.
• To give a voice and weight to the views and experiences of children in care, as service users, at the highest level.
• To demonstrate partnership in participation by the Local Authority with children in care.
• To help shape the Local Authority’s Corporate Parenting agenda.
• To contribute to the Annual Stocktake of Outcomes for Children in Care.
• To oversee the introduction, implementation and monitoring of the Pledge.
3. The Interim Model
• An Interim Children in Care Council will be established, to meet and plan the development of the permanent council.
• The Interim Council will:
Council0006b.doc B1 of 4 Consist of six children and young people who have volunteered for the role. They will meet with two Elected Members including the Lead Member at alternate meetings. The interim council will meet at six weekly intervals at a mutually agreed venue. The first task for the interim council will be to plan for a larger and more representative body of children and young people chosen by their peers (the permanent Children in Care Council) that will have direct links to children in care groups and individuals.
• Chairing and Minuting responsibilities will undertaken by children and young people when the permanent council is in place. Divisional support for these tasks will be identified in the short term
4. Powers and Duties of the Interim Council
• It will ask for and review outcomes for children in care based on management information and performance data.
• It will oversee the implementation of the Warwickshire Pledge, agree its Statements of Agreement and work plan. It will request reports on implementation of the plan.
• It will make itself aware of plans to train and empower the relevant sections of the social care workforce including foster carers in Pledge matters and comment upon these.
• It will contribute to the implementation and design of a Communications Strategy for Children in Care.
• It will receive reports on the Corporate Parenting Strategy and its Action Plan and have the responsibility to help shape and revise its development.
• It will make itself aware of the progress of the “Care Matters” agenda within Warwickshire from the Strategic Director for Children, Young People and Families and comment upon this.
• It will agree and successfully pave the way for the permanent Children in Care Council to be in place.
5. The Permanent Children in Care Council
• Children in care will chair the council meetings, which will be every six weeks, with elected members attending alternate meetings.
Council0006b.doc B2 of 4 • The agenda setting, minute taking and other administrative duties will be undertaken by children and young people. They will be formally accredited for this work.
• The Strategic Director for Children, Young People and Families will partially attend meetings to discuss and report on relevant work areas or to bring matters to the attention of the council for consultation or progress reporting.
• Arrangements for council meetings including their time and location will be agreed so as not to disadvantage children and young people through loss of school, college or work time. Twilight times are an option.
• Children and young people will serve on the Children in Care Council for 18 months with recruitment activities taking place at intervals to allow the opportunity for democratically elected young people to become council members. This will ensure periods of overlap for incoming members and outgoing ones.
• The numbers of elected members to the council will be reviewed at intervals as the Children in Care Council membership grows and becomes more established.
6. The Communication Strategy
• The Communication Strategy will have been an early task of the Interim Council to ensure that the local authority has effective ways of communicating with the 450 (approx) children in care and 250 care leavers. The permanent Children in Care Council will be required to keep the Communication Strategy under review.
• The social care workforce and foster carers will also require information about the Children in Care Council and accept its purpose and aspirations in order to ensure its success and effectiveness.
• Other divisions within the Directorate for Children, Young People and Families, and within the wider local authority and partner agencies through strategic arrangements, are also required to have a knowledge and understanding of its purpose and functions.
7. Resources and Support
• Costs will include: (a) Transport for young people and children to attend the Council meetings. (b) Food, catering and refreshments (c) Recognition of children and young people’s time by payment of an agreed remuneration.
Council0006b.doc B3 of 4 • Children and young people who might occasionally be required to come out of school, college and work in the early days will not lose their E.M.A. payments or wages, or in any way be adversely affected by Council membership and activities. Any actual losses incurred will be reimbursed.
• The Interim and Permanent Children in Care Councils will establish and adhere to the agreed own “ground rules” as to how elected members, officers and children and young people will relate to each other and conduct their business as partners.
• Long-term support to the Children in Care Council will be the responsibility of the Looked After Children Participation and Development Officer.
Lucy Sweetman Rob Dunster “What Makes The Difference” Development Manager Leaving Care (Empowerment Lead)
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Agenda No
AGENDA MANAGEMENT SHEET
Name of Committee County Council
Date of Committee 9 September 2008
Report Title 2007/2008 Final Revenue Outturn
Summary The Cabinet has considered the overall position relating to the Final Revenue Outturn and has agreed certain action regarding the allocation of resources. The Council has been recommneded to approve the use of general reserves to find the costs of changes in senior management in the Environment and Economy Directorate.
For further information Pete Keeley please contact: Member Services Tel: 01926 412450 [email protected]
Would the recommended No. decision be contrary to the Budget and Policy Framework?
Background papers 2007/2008 Closedown files held both centrally and in service directorates
CONSULTATION ALREADY UNDERTAKEN (in relation to the original report):-
Other Committees X Cabinet 19 June 2008.
Local Member(s) ……………………………………
Other Elected Members X Relevant service appendices to Cabinet Portfolio holders for comment, Chair and spokespersons of Overview & Scrutiny Committees for information
Cabinet Member X Councillor Farnell and Cllr Stevens for comment
Chief Executive X Jim Graham
Legal X David Carter
Finance X David Clarke – reporting officer
Final Revenue Outturn 2007-08 cc 09-09-08.doc 1 of 3
Other Chief Officers X Individual service appendices have been approved by the relevant Strategic Directors
District Councils ......
Health Authority ......
Police ......
Other Bodies/Individuals ......
FINAL DECISION NO
SUGGESTED NEXT STEPS:
Further consideration by ...... this Committee
To Council X To request use of general reserves
To Cabinet
To an O & S Committee ......
To an Area Committee ......
Further Consultation ......
Final Revenue Outturn 2007-08 cc 09-09-08.doc 2 of 3
Agenda No
County Council – 9 September 2008
2007/2008 Final Revenue Outturn
Report of the Strategic Director, Resources
Recommendation from Cabinet:
That the Council approves the use of general reserves in 2008/2009 to fund the additional costs of the changes in senior management in the Environment & Economy Directorate in 2007/2008 of £299,900.
1.1 The Cabinet at its meeting on the 19 June 2008, considered a report by the Strategic Director of Resources relating to this project. A copy of that report is attached.
1.2 The Cabinet endorsed the recommendations in the report and the Council is now asked to approve the use of general reserves in 2008/2009 to fund the additional costs of the changes in senior management in the Environment & Economy Directorate in 2007/2008 of £299,900.
DAVID CARTER Strategic Director of Performance and Development ,
Shire Hall, Warwick. July 2008.
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Appendix Agenda No
Cabinet - 19 June 2008
2007/2008 Final Revenue Outturn
Report of the Strategic Director, Resources
Recommendation
It is recommended that the Cabinet:
1. Consider the 2007/2008 final revenue spending and the reserves position at the year-end. 2. Approve the use of up to £374,000 of TSF (The Standards Fund) funds, £1,541,000 of PFI Credits and £60,000 of pooled budget reserves. 3. Note the reduction of £1,393,000 in the 2008/2009 budget for Environment & Economy Directorate to repay the overdrawn reserves at the year end. 4. Request Council to approve the use of general reserves in 2008/2009 to fund the additional costs of the changes in senior management in the Environment & Economy Directorate in 2007/2008 of £299,900. 5. Approve the use of up to £269,000 of net service savings to support the 2008/2009 Revenue Budget as outlined in the report at paragraph 4.2. 6. Approve the right for Directorates to repay early advances made from the Virtual Bank to that Directorate in previous or current years.
1. Introduction
1.1 The County Council's revenue outturn spending for 2007/2008 has now been finalised. This report provides a summary of the overall position, with the details of individual service spending in the attached appendices. It is important to emphasise that these figures have not yet been audited and may be subject to change. Any significant changes will be reported to Cabinet before the end of September in line with statutory requirements. Approval is being sought for the statutory statement of accounts elsewhere on the agenda.
2. Spending compared with estimates
2.1 Revenue outturn spending for 2007/2008 was £287.866 million excluding contributions to and from the Capital Fund. This compares to the latest
Final Revenue Outturn 2007-08 Cabinet 16.6.08.doc A1 of 5 approved budget of £298.706 million giving a net service underspend for the year of £10.840 million (3.6%).
2.2 Table 1 below shows the actual outturn position for each service compared to the adjusted revenue budget for the year. Further details of the reasons for the variation for each service are shown in the relevant appendices (A to G) which may be viewed on the Committee Administration System, the Intranet and on the Warwickshire Web in the papers for the 19 June Cabinet].
Table 1: 2007/2008 spending compared with latest approved budget
Appendix Service Original Gross Latest Actual Actual Over / No. Budget (Note 1) Approved Spending (Under) spend Budget £'000 £'000 £'000 £'000 A Adult, Health & 166,606 117,614 117,456 (158) Community Services (Note 1) B Children, Young People & 448,454 106,767 100,691 (6,076) Families
C Community Protection 28,971 24,870 24,330 (540) (Note 2) D Environment & Economy 67,873 49,978 50,491 513 (Note 3) E Performance & 4,157 4,487 3,736 (751) Development F Resources 6,012 5,901 5,462 (439) G Other Services 32,534 31,128 27,739 (3,389) Notional Assets Rentals (41,958) (42,039) (42,039) 0 Total 712,649 298,706 287,866 (10,840)
less planned and statutory carry forwards:- Standards Fund 374 Ring fenced delegated schools budget (including loans & other) 4,505 PFI Credits (Grant) 1,541 Equal Pay Review (1,709) Avon Valley unallocated insurance receipts & write back of provision 2,891 LABGI (Business Growth Incentive Scheme) 428 Total net underspend (2,810) (Table may not sum due to roundings) Note 1 - Net overspend includes a service underspend of £145,000 and income from Trust Funds £13,000
Note 2- The fire underspend includes £868,000 service underspend less £328,000 funded from the fire service pension reserve.
Note 3 - The above figure excludes the notional net expenditure for the Landfill Allowances Scheme
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2.3 The underspend for the Adult, Health & Community Services Directorate includes £0.013 million net income on Trust Funds, overspends on Libraries, Culture and Trading Standards of £0.279 million and an underspend on Adult Services of £0.424 million as a result of underspending on care management offsetting spending elsewhere.
2.4 The Children, Young Persons and Families Directorate underspend includes:-
• £4.505 million underspend on ring fenced delegated schools’ budgets including loans and contingencies; • £1.541 million relates to PFI grant carried forward to comply with the 2006 CIPFA Statement of Recommended Practice (SORP); • £0.374 million relates to carried forward Standards Fund Grant where the spending period extends to August 2008; • £0.474 million overspend on centrally managed Dedicated Schools Grant (DSG); • £0.130 million underspend on non DSG and council funded budgets including pooled budgets.
2.5 The underspend for the Community Protection Directorate of £0.540 million is after incurring expenditure relating to the Atherstone on Stour incident of £0.437 million. There have been savings in staff turnover and underspends on grant funded projects. In addition payments from the pensions compensation Scheme have been funded from the fire pensions reserve.
2.6 The Environment & Economy Directorate overspend of £0.513 million includes a net overspend of £1.393 million which has been partly offset by underspends including virtual bank projects £0.377 million and additional income from the Warwick Parkway Clawback agreement of £0.442 million. Included in the £1.393 million is £0.300 million costs for the changes in the senior management in the Directorate in 2007/2008. Approval is being sought for a recommendation to be taken to Council for the funding of these costs from General Reserves in 2008/2009.
2.7 The Performance & Development Directorate underspend of £0.751 million includes £0.469 million relating to Area Committee Grants which have been awarded in the year but to projects which do not take place until 2008/2009. The balance mainly relates to Legal Services and to decisions taken in the light of budget strategy that specific projects funded from reserves would not go ahead.
2.8 The Resources Directorate underspend of £0.439 million mainly relates to underspends on ICT and Area Offices where some costs have been reduced and additional income has been generated. Particularly with ICT the budget is managed over a four year timeframe. The underspend has been offset by an overspend in County Caterers but this is reduced from previous years.
2.9 The Other Services underspend includes £0.428 million which relates to the LABGI (business growth incentive scheme) which may be released in 2008/2009.
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2.9.1 The insurance claim for Avon Valley was settled in the year by Zurich. After funding some of the revenue costs in the year, the unallocated total of £2.891 million plus a share of interest earned on this element of the Insurance Fund have been temporarily added to an earmarked element of Insurance Fund.
2.9.2 We have had to account for our current estimate for the costs of the equal pay review Phase 1 in 2007/2008. This estimate at present exceeds what we had already set aside in the budget for 2007/2008 by £1.709 million. However, we are not required to fund all of the costs until they are paid and they may indeed be higher or lower than we have currently estimated. An element of this cost will also be picked up by schools when they are paid so the final cost of Phase 1 and its effect on reserves may not be known for some time yet.
2.9.3 The balance of the net underspending on Other Services is mainly from underspends in capital financing charges and interest on revenue balances and a small underspend on elections.
2.10 Overall, excluding planned and statutory carryforwards as per Table 1 above, the underlying underspend is £2.810 million (0.50% of the revised budget adjusted for Dedicated Schools Grant).
2.11 The Appendices also give details of spending on specific 2007/2008 budget allocations where funding was earmarked in the budget to specific projects. They also give details of allocations made from the Virtual Bank in 2007/2008 and repayments to the Virtual Bank in respect of loans taken out in previous years.
2.12 The statutory accounts, which are being presented elsewhere on this agenda, will show revenue spending, adjusted for various technical accounting adjustments.
3. 2007/2008 Variation from Provisional Outturn
3.1 The final position for the year can be compared to that reported earlier in the process i.e. at Quarter 3, reported to Cabinet on 31 January 2008. This is shown in Table 2 below. Each annex (A to G) shows the actual outturn position for each service compared to the provisional outturn reported on 31 January 2008 and details the reasons for the variations.
Final Revenue Outturn 2007-08 Cabinet 16.6.08.doc A4 of 5 Table 2: 2007/2008 spending compared with provisional outturn
Service Forecast Actual Variation Overspend / Overspend / 2007/2008 (Underspend) (Underspend) £'000 £'000 £'000 Adult, Health & Community Services 1,012 (145) (1,157) Adult, Health & Community Services - Trust Funds 0 (13) (13) Children, Young People & Families - Schools including loans and contingencies (3,498) (5,393) (1,895) Children, Young People & Families - TSF (452) (374) 78 Children, Young People & Families - PFI (1,100) (1,541) (441) Children, Young People & Families - Centrally Managed DSG (Dedicated Schools Grant) 1,905 1,362 (543) Children, Young People & Families - Council Funded Budgets (156) (130) 26 Community Protection (598) (540) 58 Environment & Economy 777 513 (264) Performance & Development (100) (751) (651) Resources 161 (439) (600) Other Services - General (2,538) (734) 1,804 Other Services - Insurances including interest 0 (1,045) (1,045) Other Services - LABGI (428) (428) 0 Total (5,015) (9,658) (4,643) Extraordinary Item - Note 1 (2,891) Extraordinary Item Note 2 1,709 Total (10,840) Landfill Allowances - Note 3 531 Total (10,309) Table may not sum due to roundings Note 1 - This relates to unallocated insurance proceeds in relation to the Avon Valley School project and the write back of a provision Note 2. The current estimated cost of equal pay Phase 1 exceeds the funding we provided. This is held in an overdrawn earmarked reserve. The actual costs when paid could be higher or lower than our estimate.
Note 3. The Landfill Allowances trading scheme is a notional amount treated as general reserves in agreement with our auditors. This is a notional amount neither funded from reserves nor used to support any spending until realised.
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4. Reserves
4.1 Table 3 below outlines the County Council's reserves following the closure of the 2007/2008 accounts.
Table 3: Reserves as at 31 March 2008 Reserve Reserves In-Hand / Changes in Reserves In-Hand / (Overdrawn) at 2007/2008 (Overdrawn) at 01/04/07 31/03/08 £'000 £'000 £'000 General 10,328 (4,066) 6,262 Schools - Delegated 13,064 3,285 16,349 Schools DSG 470 882 1,352 Schools - Loans (689) (136) (825) LA TSF 1,841 (1,467) 374 Pooled Budgets 479 (419) 60 PFI Credits 1,330 211 1,541 Servic e Savings & Earmarked Reserves 11,835 (3,649) 8,186 LABGI 1,740 (1,312) 428 Virtual B ank (3,796) 698 (3,098) Insurance Fund - General 9,220 885 10,105 Insuranc e Fu nd - Avon Valley (Note 1) 3,901 3,051 6,952 Equal Pay Ba ck Pay Account 0 (1,709) (1,709) Capita l Fund 4,038 (3,421) 617 Total Cash Reserves 53,761 (7,167) 46,594 Landfill Allowances Trading Scheme (Note 2) 920 (531) 389 Total 54,681 (7,698) 46,983
Table may not sum due to roundings Note 1 - The Avon Valley insurance claim was settled in 2007/2008 by our insurers, Zurich. The capital cost of the project was funded through prudential borrowing in 2007/2008 leaving the unallocated insurance proceeds and unused provision that was also written back in 2007/2008 and put in the Insurance Fund at the end of the year. Note 2. The Landfill Allowances trading scheme is a non cash transaction that we have to account for under local authority accounting rules in our accounts and our reserves. As it is a notional (non cash) amount it can not be used to support any spending at this stage.
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4.27B The attached appendices describe the planned and actual use of reserves in 2007/2008 and how services wish to use final under spends to support the 2008/2009 revenue budget. Approval is therefore being sought for up to £269,000 net use of service savings to be made available to support the 2008/2009 revenue budget. This amount also includes a reversal of £500,000 use of reserves by Environment & Economy Directorate already approved in February 2008 to support the original estimates as the result of a technical accounting adjustment. In additional the Resources Directorate are making a virement of £60,000 from service savings to an earmarked reserve to provide match funding for a grant funded energy saving project. There are also repayments to reserves of £1,393,000 for the Environment & Economy Directorate to repay overdrawn reserves at 1 April 2008. In addition a recommendation is also being made for approval to seek Council’s approval to fund the additional costs of £299,900 arising from the change in the Environment & Economy Directorate’s senior management in 2007/2008 to be funded from General Reserves in 2008/2009. As outlined in the attached appendices much of the underspend in 2007/2008 relates to specific service plans.
4.38B Table 4 below shows:-
9B • The reserves position as at 1 April 2008:
•10B The use of reserves in 2008/2009 that has already been approved as part of the budget process:
•1B Automatic carry forwards, and;
•12B The additional use requested as a result of the outturn position.
4.413B Spending in line with budgets would result in reserves of £45,725,000 at the end of 2008/2009, before allowing for any additional potential costs consequential on Phase 2 of the single status pay settlement. This assumes that the funding from General Reserves outlined in paragraph 4.2 is approved by Council.
Final Revenue Outturn 2007-08 Cabinet 16.6.08.doc A7 of 5 Table 4: Projected Reserves as at 31/03/2009 Reserve Reserves In- Budgeted Automatic Additional Reserves In- Hand / Use/Contrib- Carry Use/Contrib- Hand / (Overdrawn) at utions in forwards to utions Now (Overdrawn) at 01/04/08 2008/2009 2008/2009 Requested 31/03/09 £'000 £'000 £'000 £'000 £'000 General 6,262 130 (300) 6,092 Schools - Delegated 16,349 16,349 Schools - DSG 1,352 1,352 Schools - Loans (825) (825) Pooled Budgets 60 (60) 0 LA TSF 374 (374) 0 PFI Credits 1,541 (1,541) 0 Virtual Bank (3,098) (511) (3,609) Insurance Funds 17,057 0 17,057 Equal Pay Back Pay Account (1,709) 1,709 0 Capital Fund 617 (300) 317 37,980 (681) (266) (300) 36,733 Service Savings:- Adult Health & Community Services:- Adult Services - General 145 0 99 244 Adult Services - Trust Funds 318 318 Adult Services - Earmarked 606 (185) 421 1,069 (185) 0 99 983 Childrens, Young People & Families:- Children's Services Non DSG 2,247 0 2,247 2,247 0 0 0 2,247 Community Protection:- Service Savings 427 (275) (152) 0 Earmarked Reserves incl 441 0 (441) 0 Pensions Reserves 15 0 15 883 (275) 0 (593) 15 Environment & Economy:- Service Savings (1,393) 1,393 00 Earmarked Reserves 1,164 (675) 500 989 (229) (675) 1,393 500 989 Performance & Development:- Service Savings 797 0 (175) 622 Area Committee Grants 687 687 1,484 0 0 (175) 1,309 Resources:- Service Savings 474 (160) 314 Earmarked Reserves 1,291 60 1,351 1,765 0 0 (100) 1,665 Others:- PSA/Elections & Dev Fund 895 895 LABGI 428 428 Fire Radios Project 71 71 1,394 0 0 0 1,394 Total Cash Reserves 46,594 (1,816) 1,127 (569) 45,336 LATS (Note 1) 389 389 Total 46,983 (1,816) 1,127 (569) 45,725 (Note table may not sum due to roundings) Note 1. The Landfill Allowances Trading Scheme (LATS) is a notional amount treated as general reserves in agreement with our auditors. As it is a notional amount it can not be used to support any spending at this stage.
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4.5 The Landfill Allowances Trading Scheme is a notional adjustment and does not result in a cash reserve until such times as any unused allowances are sold.
DAVID CLARKE Strategic Director, Resources Shire Hall Warwick
514B June 2008
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Agenda No
AGENDA MANAGEMENT SHEET
Name of Committee County Council
Date of Committee 9 September 2008
Report Title Developer funded scheme on A426 Leicester Road, Rugby
Summary This report asks Council for its approval to the addition of the project to the 2008/09 capital programme.
For further information Pete Keeley please contact: Member Services Tel: 01926 412450 [email protected]
Would the recommended Yes. Decisions to add projects costing £1.5 million or decision be contrary to the more, which are fully funded from external grant, Budget and Policy developer contributions or from revenue, are reserved Framework? to Council. There is no impact on Council resources.
Background papers Environment & Economy Directorate Design Services notification on file L210(A).
CONSULTATION ALREADY UNDERTAKEN (in relation to the original report):-
Other Committees X Cabinet 19 June 2008.
Local Member(s) X Cllrs K M King and Cllr J F Wells, Brownsover.
Other Elected Members X Cllrs Atkinson, Booth, Haynes, Browne, Goode and Appleton (O & S spokespersons) - for information.
Cabinet Member X Cllr Cockburn (Resources) – ‘Approved for consideration’; Cllr Heatley (Environment)
Chief Executive ......
Legal X Barry Juckes
Finance X David Clarke, Strategic Director, Resources - Reporting Officer
Other Chief Officers X Paul Galland, Strategic Director for Environment & Economy – Reporting Officer
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District Councils ......
Health Authority ......
Police ......
Other Bodies/Individuals ......
FINAL DECISION NO
SUGGESTED NEXT STEPS: Details to be specified
Further consideration by ...... this Committee
To Council X Seek Council approval to add scheme costing over £1.5 million financed from external grants, developer contributions or from revenue.
To Cabinet ......
To an O & S Committee ......
To an Area Committee ......
Further Consultation ......
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Agenda No
County Council - 9 September 2008.
Developer funded scheme on A426 Leicester Road, Rugby
Report of the Strategic Director of Performance and Development.
Recommendation from Cabinet
That the Council includes the scheme to alter the existing signalised junction of the Leicester Road (A426) with the access to Junction 1 Retail Park for the St Modwen development and construct a new signalised access off the A426 for the Castlemore development in the 2008/09 capital programme at an estimated cost of £1.966 million subject to the Section 278 Agreement being signed with both developers.
1. Introduction
1.1 The Cabinet at its meeting on the 19 June 2008, considered a joint report from the Strategic Director of Environment and Economy and Strategic Director of Resources relating to this project. A copy of that report and a plan showing the location of the proposed development are attached.
1.2 The Cabinet endorsed the recommendations in the report and the Council is now asked to approve the inclusion of the scheme in the capital programme 2008/09 as detailed above.
DAVID CARTER Strategic Director of Performance and Development ,
Shire Hall, Warwick. July 2008.
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Appendix A Agenda No 10
Cabinet - 19 June 2008.
Developer funded scheme on A426 Leicester Road, Rugby
Joint Report of the Strategic Director, Resources and Strategic Director for Environment & Economy
Recommendation
(i) That Council be asked to include the scheme to alter the existing signalised junction of the Leicester Road (A426) with the access to Junction 1 Retail Park for the St Modwen development and construct a new signalised access off the A426 for the Castlemore development in the 2008/09 capital programme at an estimated cost of £1.966 million subject to the Section 278 Agreement being signed with both developers.
(ii) That (subject to the above approval by Council), Cabinet now authorises the Strategic Director of Environment and Economy to commence the tender process and award the contract on terms acceptable to the Strategic Directors of Performance and Development and the Strategic Director of Resources.
1. Introduction
1.1 On 5th February 2008 Council reconfirmed that Cabinet can approve projects for addition to the capital programme provided that they cost less than £1.5 million and are fully funded from external grants, developer contributions or from revenue. However, this report deals with a project estimated to cost a total of £1.966 million so Cabinet is asked to recommend to Council that it be added to the 2008/09 capital programme.
1.2 A plan is attached at Appendix A to this report.
2. A426 access to St Modwen and Castlemore developments in Rugby
2.1 The proposed project includes:-
a) For the St Modwen development - upgrading the existing signalised junction of the Leicester Road (A426) with the Junction 1 Retail Park
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access and converting the existing roundabout on the Junction 1 Retail Park access to a signalised ‘T’ junction.
b) For the Castlemore development - constructing a new signalised junction on the northern side of the Leicester Road (A426) approximately 100m east (towards the M6 motorway) of the dismantled railway viaduct.
2.2 The County Council will undertake the works at an estimated cost of £1.966 million, including fees, to be funded by the developers St Modwen and Castlemore under a Section 278 Agreement which is still to be signed. Subject to Cabinet approval the tender process will commence in September 2008. Tenders will then be received in October 2008 and, subject to Council approval and to the signing of the Section 278 Agreement by both developers, works will commence in November 2008.
DAVID CLARKE PAUL GALLAND Strategic Director, Resources Strategic Director for Environment & Economy
Shire Hall Warwick
22 May 2008
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