Cabinet Business Papers
Contents
Pages Items for decision
Priority - All
Adoption of the Redcar and Cleveland Local Plan 1 - 10
Our Flourishing Future - Delivery Plan 11 - 48
Priority - A Brighter Future for Our Children
Children & Families Service Improvement Journey 49 - 67
Priority - All
Annual Governance Statement 68 - 95
Priority - Improving the Way We Work
Resources Quarter 4 Performance – 2017/18 96 - 121
Priority - A Brighter Future for Our Children
Redcar & Cleveland College Merger Consultation 122 - 136
Priority – Good Connections
Highways Capital Programme 2018/19 137 - 147
Priority - A Brighter Future for Our Children
Investment in our Schools 2018-19 148 - 157
Items for information
Priority – All
Tees Valley Combined Authority Update Report 158 - 161
Delegated decisions
Resources Directorate 163 - 180 Adult and Communities Directorate 181 - 222 Children and Families Directorate 223 - 266 Economic Growth Directorate 267 - 283
Member Report Adoption of the Redcar & Cleveland Local Plan
Public
To: Cabinet Date: 1 May 2018
From: Director for Economic Growth Decision type: Key - Policy
Portfolio: Economic Growth Forward Plan EG0004 reference: Priority: Prosperity for all
Ward(s): All
1 What is the purpose of this report?
1.1 Under the Council’s’ Constitution there are a number a key decisions which can only be made by full Council and the adoption of a development plan is one of those decisions. The purpose of this report is to seek Cabinet recommendation for Borough Council to adopt the new Redcar & Cleveland Local Plan and the supporting Local Plan Policies Map. This follows submission of the Local Plan to the Secretary of State in April 2017, the completion of an Examination in Public by an independent Planning Inspector and receipt of the Inspector’s report which concludes that, subject to the acceptance of Main Modifications, the Local Plan is both sound and legally compliant.
2 What is the background to this report?
2.1 The Redcar & Cleveland Local Plan will replace both the Redcar and Cleveland Local Development Framework Core Strategy and Developments Policies Development Plan Documents, both adopted in July 2007, and saved planning policies from the previous Local Plan adopted in 1999. These development plan documents are now dated and there is a pressing need to introduce an up-to-date Local Plan as soon as possible. The adoption of new Local Plan will respond to the Government’s aim that all Council’s should adopt up-to-date plans to reflect the planning policy set out in the National Planning Policy Framework (NPPF) It will also;
• Give the Council greater control over the location and form of new development and a greater capacity to resist development proposals which do not meet local plan policy objectives • The ability to be proactive in accommodating growth and plan for the delivery of supporting infrastructure; and • An up to date framework through which key objectives of the Corporate Plan can be delivered.
Page 1 of 283 2.2 The Local Plan sets out a number of strategic priorities in line the Council’s Corporate Plan specifically aimed at enabling economic growth and regeneration, whilst providing a place where people have active healthy and quality lives. The Local Plan sets out a range of policies which seek to deliver:
• The provision of some 437 hectares of employment land with recognition to the strategic significance of the economic lead regeneration of the South Tees Area; • Delivery of an average of 234 dwellings per year to meet housing needs identified in accordance with national planning policy and guidance; • The identification of sufficient land to meet the Borough’s housing needs; • A target of 15% of new homes built to be affordable homes; • A framework for decisions on the delivery of major new retail and leisure developments • Policy which promotes the delivery of key regeneration strategies and emerging growth plans • Protecting and enhancing built and natural assets such as green wedges, strategic gaps, open spaces, designated ecological sites, listed buildings and Conservation Areas; • A coherent and positive strategy to manage and resolve issues of flood risk and surface water drainage issues • Up-to-date policy that promotes sustainable development and addresses the issue of climate change
2.3 Regulatory procedures lay down a formal process to preparing local plans. In effect, preparation of the Redcar & Cleveland Local Plan began in November 2012 when consultation was undertaken on the initial Scoping Report. A consultation on the initial draft of the Local Plan was held between October and December 2013. The Publication Local Plan was approved by Cabinet on the 8th July but was not subsequently approved by the full Council on the 31st July 2014. As a result of this decision the Local Plan process essentially had to recommence,
2.4 Preparation of a revised Local Plan began with consultation on an updated Scoping Report during July and August 2015 followed by a consultation on a revised Draft Local Plan between June and August 2016. 2.5 Full Council approved the Local Plan (Publication Draft) on 25 October 2016 and this was published in November 2016 for a six week period of consultation. Responses received at that time were reviewed and a Schedule of Modifications in response to those comments was prepared. The Redcar & Cleveland Local Plan Publication Draft and Schedule of Modifications were then submitted to the Secretary of State for examination on 19 April 2017.
2.6 Following this submission, an independent Planning Inspector was appointed to consider the soundness of the Local Plan in relation legal compliance; its conformity with the National Planning Policy Framework and whether its policies and proposals were suitably justified and effective in relation to the evidence available.
2.7 The independent Planning Inspector held an Examination in Public (EiP) with examination hearings being held between 5 September and 6 October 2017. Following the conclusion of the Examination in Public a number of Main Modifications were drafted to address a number of concerns and issues raised
Page 2 of 283 during the examination process. The purpose of agreeing such modifications is to ensure that in the final report, the Inspector is able to conclude the plan meets the required tests of soundness. These modifications can be required:
• To respond to new or emerging evidence, changes to national legislation and planning policy; • To improve the effectiveness of the local plan policies when it comes to making planning decisions and; • To update key data on matters such as housing and employment delivery to reflect the latest information.
2.8 Proposing Main Modifications is a normal part of the procedure for preparing any local plan and all local plans will invariably be subject to some degree of change as a result of the independent examination.
2.9 The Schedule of Main Modifications was published for consultation between 20 November 2017 and 10 January 2018. In total some 91 individual comments from 20 individuals and organisations were received to this consultation. These comments, together with the Council’s response, were submitted to the Inspector on 22 January 2018 to enable him to complete his Report.
2.10 The Inspector’s Report including his recommended Main Modifications were published on the 23 March 2018 in accordance with Section 20(8) of the Planning and Compulsory Purchase Act and Regulation 25 and 35 of the Town and Country Planning (Local Planning) (England) Regulations 2012.
2.11 The Inspector’s Report recognises that the Local Plan seeks to secure sustainable development through a combination of growth, investment and regeneration to meet the identified development needs of the Borough whilst protecting its environmental and built assets and many of the Local Plan’s key policies remain unchanged, including:
• The spatial distribution of development which gives primacy to development taking place within the Urban and Coastal Areas; • No changes are proposed to the Plan’s overarching housing requirement nor is there the need to consider allocating additional housing sites; • Proposals for the scale of employment land required and the portfolio of sites allocated remains unchanged; • The retention of Strategic Gaps and Green Wedges without recourse to deleting areas of land falling under these designations and; • The retention of the Borough’s retail hierarchy.
2.12 The Inspector has confirmed that the Council has complied with its Duty to Co- operate with neighbouring councils in preparing the plan. Additionally, he concludes that the preparation of the plan meets the legal requirements having been:
• Prepared in accordance with the Council’s adopted Local Development Scheme (LDS) and Statement of Community Involvement (SCI) and; • Appropriate Sustainability Appraisal (SA) and a Habitat Regulations Assessment (HRA) have been carried in respect of the policies and proposals of the Plan.
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2.13 The recommended Main Modifications include;
• Clarification that there is an approximate 60% / 40% split between the amount of development that could take place between the Urban and Coastal Sub-Areas and the Rural Sub-Area (Policy S2); • Introducing tightly drawn settlement limits to the villages of Dunsdale, Liverton, Moorsholm, Newton-under-Roseberry, Upleatham and Wilton (Policy SD3); • Introducing closer links to the newly established South Tees Development Corporation (STDC) clarifying how proposals for employment beyond those sites identified in the plan would be determined and the circumstances where employment sites might be released to non-employment uses (Policy ED6); • Confirming the contingency measures to be used to ensure the Plan’s housing requirement is met and 5 year housing land supply is maintained (Policy H1); • The deletion of the some housing allocations which are no longer available for residential development (Policy H3); • Providing greater clarity as to the role and function of Strategic Gaps and Green Wedges and introducing criterion to determine how applications for proposals within these designations would be determined (Policy N2); • Confirming how certain developments within 6 km of the Teesmouth and Cleveland Special Protection Area (SPA) should mitigate for any potential recreational disturbance on the area (Policy N4); • A revised policy considering the impacts of new development and transport (Policy T1).
2.14 The Inspector’s Report concludes that with the recommended Main Modifications the Redcar & Cleveland Local Plan satisfies the requirements of Section 20(5) of the 2004 Planning and Compulsory Purchase Act and meets the requirements for soundness in the National Planning Policy Framework.
2.15 If the Borough Council agrees to adopt the Local Plan on 24 May 2018 it would replace, in full, the Local Development Framework Core Strategy and Development Policies DPDs (2007) and saved Local Plan policies (1999) and will provide a comprehensive planning framework for decision making without the need for additional development plan documents.
2.16 Once adopted the Council will seek to implement planning policies and delivery key strategies set out in the Local Plan and this will be achieved by;
• The determination of planning applications which will be informed by consideration of the polices in the new plan; • Monitoring of all policies and proposals will be undertaken in accordance with the new Local Plan’s Implementation and Monitoring Framework. An Monitoring Report will then be prepared and published annually to assess progress against each Local Plan policy, identify any issues in delivery and instigate appropriate action where required to ensure continued delivery of the aims and objectives of the Local Plan.
2.17 In addition to the new Local Plan, RCBC planning officers have been working with
Page 4 of 283 colleagues from the newly established South Tees Development Corporation (STDC) on a supplementary planning document (the South Tees Area Supplementary Planning Document (SPD) which, together with the new Local Plan will provide a planning framework for the delivery of the STDC Master Plan.
2.18 SPDs are documents which add further detail to the policies in the Local Plan. They are often used to provide further guidance for development on specific sites or on particular issues. Supplementary planning documents are capable of being a material consideration in planning decisions but are not part of the development plan. SPDs do not follow the same preparation procedure as local plans but are prepared and approved by the Local Planning Authority, however; public consultation and consultation with key stakeholders remain part of that process. The South Tees SPD will be presented to full Council along with the new Local Plan for adoption by the Council.
3 Who will this benefit and how?
3.1 Members will be aware that over the past 5 years a number of major planning applications for new housing development have attracted a considerable number of objections from local communities. The Council sought to resist these developments for various reasons and, in every case, appeals against the refusal of permission were allowed. In every case Planning Inspectors concluded that the Councils planning polices in respect of new housing development were out-of-date and so the appeals were decided on the basis of policy set out in the National Planning Policy Framework (NPPF). The new local plan will benefit the whole Borough, it has, through the process of engagement and consultation, sought to balance the need to accommodate and promote additional growth but in a manner which is sustainable and provides appropriate protection for locally valued and sensitive environments.
3.2 Planning is critical for ensuring that development is managed in the most appropriate and sustainable manner. The Local Plan enables the Council (as the Local Planning Authority) to make decisions on planning applications against locally determined policies and retain control over the development taking place in the Borough.
3.3 The preparation of the Local Plan ensures that the Council is planning appropriately in order to meet the Borough’s needs, whilst at the same time satisfying national policy and legislation. It will therefore be of benefit to residents, developers, businesses and other stakeholders who have an interest in the planning, investment and growth the Borough.
4 Who have we consulted?
4.1 Consultation is a mandatory part of the plan making process. As part of the Examination process the Council prepared a formal “Regulation 22 Consultation Statement” which set out in full what and how consultation was undertaken and specifically how this has influenced the Local Plan’s content.
4.2 As detailed at paragraphs 2.4 to 2.9 of this report, there have been six rounds of consultation which can be summarised as follows:
Page 5 of 283 Consultation Stage Document Stage Consultation period Early Engagement (Regulation 18) Local Plan Scoping Report Nov – Dec 2012 Pre-Publication (Regulation 20) Draft Local Plan Oct – Dec 2013 Publication Local Plan rejected by Borough Council prior to Consultation Early Engagement (Regulation 18) Local Plan Scoping Report July to Aug 2015 Pre-Publication (Regulation 20) Draft Local Plan June – Aug 2016 Publication (Regulation 20) Local Plan Publication Draft Nov 2016 – Jan 2017 Main Modifications (Regulation 20) Main Modifications to the Local Dec 2017 – Jan 2018
Plan Publication Draft
4.3 The Council has developed a comprehensive consultation database which includes residents, resident associations, elected representatives, community and voluntary groups, developers and businesses, infrastructure providers, government agencies and other prescribed bodies. This database has grown significantly as the Plan has evolved and now contains some 2,700 separate contacts.
4.4 Prior to the commencement of any consultation activity, all contacts were notified of the proposed consultations, detailing the nature of the consultation, duration and where and how they could find out more information and submit comments.
4.5 Throughout the Local Plan’s preparation, the Council made extensive efforts to engage with relevant agencies and the local community in the formulation and refinement of the policies and proposals in the Plan. At each stage, the Council adhered to the standards for consultation set out within its adopted Statement of Community Involvement (SCI) as well as those set by legislation and guidance.
4.6 Throughout each engagement period, the Council has consistently sought to implement a range of consultation methods including :
• A dedicated electronic consultation portal which enabled participants to submit comments electronically and view a ‘live’ version of Plan and all supporting evidence; • All documents were made available at Council premises and libraries; • Making use of the Council’s resident's magazine - 'this is Redcar & Cleveland'; • Using social media and the local press to give advanced notifications and information of forthcoming coming consultations ; • Staffed exhibitions and drop-in events; • Upon direct request, attending specific meetings with interest groups and / or local organisations.
4.7 At the close of each consultation, formal reports of the consultation activity were prepared. This included the preparation of schedules of those comments received together with the Council’s response to each.
4.8 The Localism Act 2011 places a requirement on the Council, as a local planning authority, to engage constructively, actively and on an on-going basis with a range of organisations, including neighbouring planning authorities and infrastructure providers. Throughout the plan making process the Council has worked closely with the Duty to Cooperate bodies to satisfy this statutory obligation. A ‘Duty to Cooperate Statement’ was published and tested during the Examination. This set out in detail the constructive and on-going co-operation that has and continues to be undertaken with these organisations.
Page 6 of 283 4.9 Consultations have also been carried out with the Cabinet Member for Economic Growth underpinned by a Member Local Plan Steering Group, Regulatory Committee and Cabinet.
5 How will it deliver our priorities and improve our performance?
5.1 The Local Plan will support the delivery of the key Corporate Plan objectives of; prosperity for all; attractive and vibrant places, good connections and clean and safe environment
5.2 Once adopted, the Local Plan will provide an up-to-date planning framework that will form the basis for decisions on planning applications. This give the Council greater control over what development takes place and where, whilst ensuring that local needs are met. This should promote efficient and sound decision making and result in fewer decisions being overturned at appeal, which, in turn, will assist the Council in maintaining its good performance record on application and appeals.
6 What are the risks and resource implications?
Type of Applicable? Details Risk/ Implication Health and No Health and safety is not generally a material planning Safety consideration in policy development and decision making.
Social Yes Promoting sustainable development is a statutory Value: requirement of any development planning document. The policies and proposals of the Local Plan have been the subject of formal Sustainability Appraisal and Appropriate Assessment which were tested through the Examination. A Sustainability Appraisal Adoption Statement has now been prepared in accordance with The Environmental Assessment of Plans and Programmes Regulations 2004. Legal Yes The Planning and Compulsory Purchase Act 2004 (as amended by the Localism Act 2011) and associated Regulations require the Council to keep under review matters affecting planning and development, and to make any necessary changes to Local Development Documents. The new Local plan now requires approval and formal adoption by Borough Council. The adopted Core Strategy and Development Policies DPD (2007) and saved Local Plan policies (1999) remain the Borough’s adopted development plan until replaced and this will be on the date of the Borough Council Meeting that agrees to adopt the new Local Plan. Financial Yes This report represents the final stage in adoption of the Local Plan. The staff, printing and other costs to produce the Local Plan including the Examination costs have been met from within existing Council revenue budgets.
No further funding is required to enable adoption of the Local Plan unless Cabinet or Borough Council seeks further review of proposed policies, which might result in
Page 7 of 283 a requirement for additional consultation and examination. Human Yes The Council will need to ensure that its planning teams Resources are staffed with appropriately qualified and experienced staff to ensure the delivery of the local plan strategies and policy Equality and Yes The Local Plan has been prepared in accordance with the Diversity Planning and Compulsory Purchase Act 2004. As such, it has been subject to sustainability appraisal, which considers the impact it will have on, amongst other things, equality and diversity. In addition, all consultation associated with the Local Plan has been undertaken in accordance with the Council’s’ adopted Statement of Community Involvement. This has helped to ensure the Council has involved all of its communities in the preparation of the plan.
Furthermore, the policies and proposals of the Local Plan have been subject to separate Equality Impact Assessment that was submitted to and tested during the Examination process. Carbon Yes The plan seeks to promote sustainable development and Footprint addresses issues of climate change in decision making on planning applications. Other No (please specify)
6.1 Equality analyses for Cabinet decisions are published alongside the reports in the ‘Cabinet and committee papers section’ of our website at www.redcar-cleveland.gov.uk/decisionmaking and should be read in conjunction with the recommendations in the report.
7 What options have been considered?
7.1 The adoption of the new Local Plan represents the final stage of the plan preparation process which has taken a period of 4 years. The current development plan comprises the Local Development Framework Core Strategy and Development Policies DPDs adopted in July 2007 and saved planning policies from the previous local plan adopted in 1999. For the purposes of future decision making, particularly on major planning applications, the current development plan is out-of-date and it is essential a new Local Plan is adopted.
8 What is the reason for the recommended option?
8.1 Reasons for recommended option:
• The Council will have an up to date Local Plan that has been assessed as being sound by an independent Planning Inspector appointed by the Secretary of State. • The Local Plan is based on relevant and up-to-date evidence and addresses the strategic priorities for planning in Redcar and Cleveland in accordance with the National Planning Policy Framework (NPPF) and national planning
Page 8 of 283 guidance; • The level of growth proposed is considered to be realistic, best matches the Council’s growth aspirations and meets the requirements of NPPF in delivering the Borough’s Objectively Assessed Need (OAN) for new housing; • Establishing an agreed plan for adequate housing delivery to meet identified needs provides the Council with greater control over which sites are released for development; • Failure to proceed with the adoption version Local Plan will lead to significant delay in the introduction of a new Development Plan for the Borough. Delay in introduction of a Plan would severely impact the Council’s ability to effectively manage future development, this would make it harder to protect the sites that the Council values and make adequate delivery of appropriate infrastructure including for transport, education, health, open space and homes more difficult; • Failure to adopt the new Local Plan may lead to intervention by the Secretary of State who now retains powers to prepare the Local Plan on a Council’s’ behalf.
9 Recommendations
9.1 It is recommended that Cabinet:
• Note the recommendations of the independent Planning Inspector in his Report to the Council to make Main Modifications to the Local Plan; • Refer the Local Plan with Main Modifications to the meeting of the Borough Council on 24 May 2018; • Recommend that Borough Council adopt the Local Plan and the Local Plan Policies Map including the Main Modifications ; • Recommend that Council authorise publication of the Local Plan Adoption Statement .
10 Appendices and further information
10.1 The following documents are available to view on the Council’s Cabinet meeting webpage via http://www.redcar-cleveland.gov.uk/cabpap17- 18.nsf/allbykey/0EBEB5F2CDF6CAD580258273004B2A82?opendocument Copies will also be available within the Member’s Library: • Inspector’s Report on the Examination of the Redcar and Cleveland Local Plan • Appendix to the Inspector’s Report containing the Main Modifications • The Redcar & Cleveland Local Plan 2018 adoption version • The Redcar & Cleveland Local Plan Policies Map adoption version • Policies Map Modifications Schedule • Sustainability Appraisal Adoption Statement • Redcar & Cleveland Local Plan Adoption Statement
11 Background papers
11.1 All background papers relating to the Local Plan can be found directly from the Local Plan’s dedicated webpage http://www.redcar-cleveland.gov.uk/localplan .
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12 Contact officer
12.1 Name: Adrian Miller Position: Head of Planning and Development Address: Redcar and Cleveland House Telephone: 01287 612454 Email: [email protected]
Page 10 of 283 Member Report Our Flourishing Future – Delivery Plan
Public
To: Cabinet Date: 1 May 2018
From: Chief Executive Decision type: Executive
Portfolio: Leader of the Council Forward Plan reference: RD0008 Priority: All priorities
Ward(s): All
1 What is the purpose of this report?
1.1 The purpose of the this report is to seek approval for the Corporate Plan Delivery Plan (attached) that has been prepared following Council’s approval of Our Flourishing Future. The Corporate Plan covers the period to 2020. 2 What is the background to this report?
2.1 Borough Council approved the Corporate Plan in October 2017, and since then work has been undertaken to develop the draft Delivery Plan which contains over 200 action to deliver on the nine corporate priorities.
2.2 The Delivery Plan is set out simply, with specific actions and completion timescales for specific Directorates, all which are designed to improve quality of life for local communities and contribute to the sustainability of the Borough. 3 Who will this benefit and how?
3.1 The delivery of the Corporate Plan will stand to benefit every community. Delivery of the actions will be felt on the ground by local people, and a stronger emphasis on delivering improvements with local people as partners will also build confidence and skills in our communities.
4 Who have we consulted?
4.1 The range of actions contained in the Delivery Plan is a result of on-going work with, and listening to, our communities and partners. We held a range of workshops with staff (many of whom are local residents) and elected Members, in the development of the Corporate Plan in 2017, and specific actions arising from that process are included in the delivery plan.
4.2 Key to the success of delivery will be ongoing engagement with communities as partners. Implementing the new Community Capacity Building Strategy is critical to this, where the engagement of local communities is recognised as vital for health, culture and growth in the Borough.
Page 11 of 283 5 How will it deliver our priorities and improve our performance?
5.1 The Delivery Plan is structured around the Corporate Plan’s nine priorities. There is a set of high-level performance measures in the Plan, plus others contained in Directorate Service Plans. The actions in the Delivery Plan will make a direct contribution to many performance measures. Each action has a designated Directorate lead.
5.2 The ‘golden thread’ links performance from our vision, values, corporate priorities and actions in the Corporate Plan, through Directorate and Team Service Plans, and to staff appraisals. This ensures all staff are clear about their roles in delivering the Council’s objectives.
5.3 Our existing governance arrangements will be used to ensure delivery, including:
• Directorate briefings with appropriate portfolio holders • Regular reports to Scrutiny & Improvement Committees • Directorate Performance Reports which are presented to Cabinet and to Scrutiny & Improvement Committees • The Corporate Plan outturn report which is presented to Cabinet and Borough Council each Spring
5.4 As other key plans and strategies are revised, they will become part of the delivery of the Corporate Plan. For example, the Community Capacity Building Strategy and Area Growth Plans agreed by Cabinet last month are both vital for delivering significant activity in this delivery plan, as will be the forthcoming Housing and Transport Strategies.
6 What are the risks and resource implications?
Type of Applicable? Details Risk/ Implication Health and Yes Although there are no health and safety risks arising from Safety the Delivery Plan itself, there will be implications arising from some of the specific actions. For example, capital projects will be managed using the Council’s In Control project management system. We adhere to Construction Design Management (CDM) Regulations which are used to identify, manage and minimise health and safety risks from planning through to delivery of projects.
Social Value Yes Social value underpins many actions in the Delivery Plan. One of the specific commitments in the Corporate Plan is to “use more of our spending power in the local community” and the delivery plan contains a set of high level actions on this, including encouraging major employers to adopt the Social Charter, increase the use of local labour, and repatriating some services which we currently secure outside of the Borough.
Key to achieving social value is the importance of working as partners with our communities in the delivery of projects and actions.
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Legal Yes Although there are no direct legal implications as a result of agreeing the Delivery Plan, there will undoubtedly be legal implications arising from some of the actions which will be managed as part of existing governance arrangements.
Financial Yes Many of the actions in the Delivery Plan are to be funded from existing Council resources, as set out in the Medium Term Financial Plan which forms part of the suite of plans that are required to underpin delivery of the Corporate Plan. Directorates will spell out the detail of the detail of financial resources attached to each action in their Service Plans.
Furthermore, it is our policy to maximise external funding and we will manage the delivery of some actions according to decisions made by funding bodies.
Human Yes The whole Council workforce will be delivering the Resources Corporate Plan in their every-day work. “Our People” underpins this. We will also work with local residents, volunteers, groups and partner agencies in the delivery of many actions.
Equality and Yes/No The Corporate Plan is underpinned by a commitment to Diversity promote equality and diversity, which is apparent from the new values and the nine priorities. In particular, “Strong and Confident Communities” (page 13 in the Corporate Plan) contains a specific commitment to tackling poverty and inequalities, and actions relating to this specific point are in the Delivery Plan. Ensuring jobs growth benefits those furthest from the labour market, ensuring children and young people as well as older people are safeguarded, are examples of many commitments to address inequalities.
Carbon Yes/No The new priority “clean and safe environment” includes Footprint measures to help tackle global warming, including waste management and recycling, which will have a significant positive impact. As our economy grows, there will potentially be a negative impact on the Borough’s carbon footprint, but along with Tees Valley Combined Authority, we are promoting low carbon industry and carbon capture and storage.
Other No (please specify)
6.1 Equality analyses for Cabinet decisions are published alongside the reports in the ‘Cabinet and committee papers section’ of our website at
Page 13 of 283 www.redcar-cleveland.gov.uk/decisionmaking and should be read in conjunction with the recommendations in the report.
7 What options have been considered?
7.1 We have considered a range of potential actions for inclusion in the corporate Plan Delivery Plan, but in times of continued austerity, we have to be mindful of what we can realistically achieve from within our agreed budget, as well as from what we can secure from external sources. The actions in the attached Delivery Plan are considered to be the most appropriate actions.
8 What is the reason for the recommended option?
8.1 The reason for the recommendation is to ensure we have a clear set of actions against which we can monitor progress, for the benefit of local communities.
9 Recommendations
9.1 It is recommended that Cabinet approves the Corporate Plan Delivery Plan, and requests that progress on implementation is reported regularly to Scrutiny & Improvement Committees, as well as annually to Cabinet and Council.
10 0BAppendices and further information
10.1 The Corporate Plan Delivery Plan is attached.
11 Background1B papers
11.1 No background papers other than published works were used in writing this report.
12 Contact officer
12.1 Name: Rob Mitchell Position: Head of Policy & Performance Address: Redcar & Cleveland House, Kirkleatham Street, Redcar, TS10 5ET Telephone: 01642 774774 Email: [email protected]
Page 14 of 283 A FLOURISHING FUTURE FORGED FROM A PROUD PAST
DELIVERY PLAN
The Corporate Plan contains nine priorities: • Strong and Confident Communities • Prosperity for all • A Brighter Future for our Children • Longer and Healthier Lives • Attractive and Vibrant Places • Good Connections • Clean and Safe Environment • Enriching Lives Through Culture and Sport • Improving the Way we Work
This delivery plan sets out the specific actions we will be undertaking in partnership with local communities, business and partner organisations.
Page 15 of 283 Area Growth Plans
The Area Growth Plans contain many actions that cut across a range of corporate priorities in the new Corporate Plan. These should be referenced back to the report to Cabinet on 20th March 2018. Reference is made throughout this Delivery Plan where the Growth Plans will have an impact, and these are indicated with an asterisk to avoid repetition. In summary, the Area Growth Plans contain various project that will deliver:
• Sustainable High Streets, providing capital grants to attract new businesses to set up on our high streets, improve shop fronts and interiors and create living and business space above the shops • Improvements to transport infrastructure and car parking, including capacity and signage • Boosting tourism, by improving the range of types of accommodation across the Borough, increasing the availability of tourism facilities to attract people here, and making more of our heritage assets • Improving and expanding some of our industrial estates, to retain existing businesses and jobs as well as attract new ones • Delivering new housing, as set out in the draft Local Plan and converting empty properties with our Empty Homes to Happy Homes scheme • Public Realm investments in our smaller settlements and villages
Delivering the Delivery Plan
Each action is described, with the year in which it relates, and a period by which it will be completed (Q1 = Quarter 1, April to June, and so on). Actions with end dates in 2020/21 are beyond the life of the current Corporate Plan but will need to be commenced during its lifetime. The lead Directorate is also listed alongside the Quarter, as follows:
• Adults & Communities AC • Children & Families CF • Economic Growth EG • Resources R
Page 16 of 283 A Strong and Confident Communities
We will develop a new approach to community development that puts local people centre stage. We will plan together and deliver services that meet needs. Local volunteers and community champions will be valued as the beating heart of our communities.
Action Timescale Quarter / Lead
A1. Adopt a Community Charter or deal that puts local people centre stage to improve health, 2018/19 Q1 AC develop our cultural offer, and deliver economic growth
A2. Launch the new Redcar & Cleveland volunteer coordination service in partnership with the 2018/19 Q3 AC voluntary and community sector
A3. Develop community-led parks and libraries 2019/20 Q2 AC
A4. * Implement the new community engagement approach to support the development and 2018/19 Q1 AC delivery of the Area Growth Plans
A5. Deliver a community capacity grant scheme under the ‘Love it’ campaign 2018/19 Q2 AC
We will use more of our spending power in the local community. Local traders will benefit from our contracts, people will gain from employment and local shops and attractions will benefit from stronger spending. We will actively encourage partner organisations and businesses to do the same. Together, we will nurture and grow locally owned businesses.
Action Timescale
A6. * Please refer to actions in the Area Growth Plans
Page 17 of 283 A7. Encourage major businesses in the Borough to adopt the principles of our Social Value 2019/20 Q1 AC Charter
A8. Transform procurement to prioritise local delivery, and local employment in all contract 2018/19 Q2 R evaluation, and publicise widely to help local people and companies make the most of opportunities
A9. Through our Section 106 Agreements with business investors, increase the use of local 2018/19 Q4 EG labour and apprenticeships
A10. Where we currently pay for services outside of the Borough, evaluate whether we should 2019/20 Q4 R provide those services from within the Borough, where it is better for the service user and the council. Delivery of the first phase includes Church View, Kirkleatham, and Hillview, Eston
A11. Introduce a ‘Shop Local’ scheme that encourages residents and people who work in the 2019/20 Q1 EG borough, to support local shops
We will work with communities to challenge unacceptable behaviour and make our Borough a safer place.
Action Timescale
A12. Using the Community Safety Group’s target hot spots of unacceptable behaviour, further 2018/19 Q3 AC integrate enforcement and prevention actions with a focus on risk and vulnerability
A13. Deliver a cross agency action plan to tackle illegal motorcycle usage 2018/19 Q4 AC A14. Implement the findings of a cross-party task and finish group to identify ways to address 2018/19 Q2 AC poor practice amongst private sector landlords
A15. Target our drug and alcohol programme in future to key groups of people where we 2018/19 Q1 AC
Page 18 of 283 believe the need is greatest
We will tackle poverty and inequalities, focusing on some of today’s big challenges including welfare reform and personal debt.
Action Timescale
A16. Hold a debt summit to develop a community and multi-agency plan with clear actions to 2018/19 Q3 R help people reduce levels of personal debt, and lessen the impacts of debt on their families
A17. Establish the new credit union / Bank of South Tees to promote saving and affordable 2018/19 Q3 R credit
A18. Introduce the new money management course which will be offered in lieu of summons 2018/19 Q3 R costs being incurred
A19. Investigate an appropriate mechanism for residents to access more affordable energy 2019/20 Q2 R
A20. Join the End Fuel Poverty Campaign to identify good practice to reduce fuel poverty 2018/19 Q2 AC
A21. Introduce a new grant scheme for home insulation 2019/20 Q1 AC
A22. Scale up the money advice service to prepare for the roll out of Universal Credit 2018/19 Q2 R
A23. Through the Routes to Work Programme, target employment support so that those with 2018/19 Q1 EG multiple barriers can be helped into work
A24. Develop a targeted action plan to tackle the factors which are critical to reducing child 2018/19 Q2 CF poverty such as increasing the number of mothers that breastfeed, ensuring children attend
Page 19 of 283 school, and getting parents into work A25. Introduce a health trainer service to work in communities where life expectancy is lowest to 2018/19 Q1 AC reduce health inequalities
A26. Introduce a new prioritised action plan for tackling domestic abuse 2019/21 Q1 AC
We will welcome new people to live in Redcar & Cleveland
Action Timescale
A27. Promote the availability of housing self-build plots 2018/19 Q3 EG
A28. Help new residents settle here through a new multi-agency approach 2018/19 Q3 AC
A29. Produce and distribute a prospectus of land available for the development of homes in our 2018/19 Q3 EG Borough
B Prosperity for All
Page 20 of 283 We will maximise the potential of the South Tees area (centred on the former SSI steel plant site) as an area of growth and inward investment to bring new and high quality jobs for local people.
Action Timescale
B1. Develop a supplementary planning document which sets the strategic planning framework 2018/19 Q1 EG for the whole masterplan
B2. Establish a dedicated and bespoke planning service for all development to support the 2018/19 Q1 EG delivery of the Masterplan
B3. Promote the South Tees area as a premier site for inward investment through the joint 2018/19 Q1 EG marketing programme with TVCA and STDC
B4. Working with STDC, advise on planning matters, employment and training opportunities to 2018/19 Q1 EG potential South Tees investors
B5. Develop South Gare as a safe visitor attraction 2020/21 EG
B6. Work with STDC and partners to agree a plan for the preservation and development of key 2020/21 EG heritage assets within the South Tees site
B7. Establish a Skills Plan for South Tees so local people are trained for the jobs being created 2019/20 Q3 EG
We will attract inward investment to grow the number of businesses across all parts of the Borough. We will help local small businesses to produce the goods and services needed by big inward investors, building strong sustainable supply chains.
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Action Timescale
B8. * Please refer to actions in the Area Growth Plans B9. Working with Sembcorp, produce joint marketing material to promote the Wilton Site to 2018/19 Q1 EG complement development at South Tees
B10. Launch the Place Board and a new business ambassadors programme to market the area 2018/19 Q1 EG as a place to do business
B11. Produce high quality marketing material that complements TVCA and STDC material, for 2018/19 Q1 EG all businesses to use to promote the Borough a place for business success
B12. Identify and develop office and business units in East Cleveland for supply chain 2019/20 Q4 EG businesses linked to the Sirius Mine
We will accelerate home-grown business growth and business start-ups, helping people to be entrepreneurs, creating more quality jobs for local people, and keeping value local.
Action Timescale B13. * Please refer to actions in the Area Growth Plans B14. Work with TVCA to promote the new Business Compass Service and SSI Task Force 2018/19 Q2 EG business start-up funds to encourage existing businesses to access advice and funding. Run local advice clinics to promote funding opportunities for new and small businesses
B15. Launch the new Place Marketing website for business investment in the Borough 2018/19 Q1 EG
B16. Support new and existing social enterprises with business advice, and the identification of 2018/19 Q2 EG funding sources, to help grow this sector
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We will support people already in work to get better and higher-paid jobs, as well as help those who are not yet equipped for work, by providing tailored training and support.
Action Timescale
B17. Provide targeted training for former workers through SSI Task Force 2018/19 Q1 EG
B18. Develop a complementary adult learning service with Redcar & Cleveland College, linked to 2019/20 Q1 EG the TVCA Skills Plan
B19. Launch the new catering academy and horticultural academy at Kirkleatham 2019/20 Q1 EG
B20. Deliver the outcomes for Routes to Work for those aged 30+ who are furthest from the jobs 2018/19 Q1 EG market
B21. Work with partner organisations to ensure that people affected by redundancies at Boulby are 2018/19 Q2 EG supported to take up new training and employment opportunities B22. Ensure local people can access future employment opportunities at Sirius Minerals (and 2018/19 Q1 EG other employers) through the new Hub at Skinningrove
We will bring more visitors here to enjoy our fantastic tourism offer and growing range of events and festivals – large and small. This will help us to diversify the Borough’s economy.
Action Timescale
Page 23 of 283 B23. Increase the national profile of the Borough through the Place Marketing initiative 2018/19 Q4 EG
B24. * Please refer to actions in the Area Growth Plans
B25. Publicise our events and festivals regularly through the new Enjoy Tees Valley website 2018/19 Q1 EG
B26. Attract and deliver the Tour de Yorkshire to showcase our Borough on the international stage 2019/20 Q1 EG
B27. Work with Big Local to establish the Klondike bike race as a regular feature in the Borough, 2018/19 Q4 EG as part of the British Cycling Elite Road Series Spring Cup
B28. Further support the Festival of Thrift to grow and attract more people each year to Redcar & 2018/19 Q2 EG Cleveland
C A Brighter Future for our Children
We will ensure young people get the most out of life and access good education to develop a broad range of skills for adulthood. We will work in partnership with schools and colleges to make secondary and further education in this Borough as good as our high performing primary education.
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Action Timescale Lead
C1. Build new specialist educational provision for children and young people with social, emotional 2019/20 Q4 CF and mental health needs at Church View, Kirkleatham
C2. Increase the capacity of our educational provision for children and young people with Special 2019/20 Q4 CF Educational Needs and/ or Disabilities
C3. Develop new provision and premises for children and young people who need to attend 2019/20 Q3 CF Alternative Education Provision C4. Contribute to the merger of Redcar & Cleveland College with Stockton Riverside College, 2018/19 Q3 CF securing for the future, good Further Education provision at the Redcar campus
C5. Work with the governing bodies of our maintained schools to improve educational achievement 2018/19 Q1 CF of our children and young people
C6. Work with the National Schools Commissioner to influence a positive outcome for Hillsview 2019/20 Q4 CF Academy, to ensure the availability of good standards of education in Greater Eston
C7. Establish a High Needs base for young people with Special Educational Needs and 2019/20 Q4 CF Disabilities, to extend our specialist provision in secondary schools
We will ensure children and young people are safe, protected from harm and neglect and can grow up, able to look after themselves, and achieve their full potential. We will tackle the causes of neglect and abuse.
Action Timescale Lead
Page 25 of 283 C8. Develop and implement a revised recruitment campaign to attract more in-house foster carers 2018/19 Q1 CF
C9. Develop and implement a new policy which sets out clearly defined levels of financial support 2018/19 Q2 CF payable to carers, to enable them to meet the individual needs of the children and young people placed in their care, under the terms of a Special Guardianship or Child Arrangements Order C10. Launch the new Tees Valley Adoption Agency 2018/19 Q1 CF
C11. Establish a multi-agency early help hub to provide coordinated services for children and 2018/19 Q3 CF young people, reducing the need for statutory intervention
C12. Develop a multi-agency children and young people’s partnership to lead the multi-agency plan 2018/19 Q1 CF ‘Working Together for a Brighter Future for our Children and Young People’
C13. Create a new specialist residential and education provision at Church View, Kirkleatham, to 2019/20 Q2 CF support children and young people with learning disabilities and/ or autism
C14. Develop a bespoke supervised contact centre for the delivery of quality contact for looked 2018/19 Q2 CF after children and those separated from family members
C15. Secure and register two residential properties to provide homes for some of our looked after 2019/20 Q4 CF children
C16. Commission and implement the Signs of Safety training programme for all practitioners within 2019/20 Q3 CF children services. This is an evidence-based model of risk analysis
C17. Undertake a review of Prevention and Early Help services to ensure they are effective and 2018/19 Q4 CF secure the sustainability of Social Care Services
We will promote healthy living and will provide opportunities for all young people to enjoy good physical and mental health. Action Timescale Lead
Page 26 of 283 C18. Increase the participation of children and young people in activity to improve their physical 2018/19 Q4 CF health and well-being, such as the HENRY programme for pre-school aged children, the Daily Mile, and Food for Health
C19. School nurses to support the delivery of the 5 – 19 healthy child programme, to provide a 2018/19 Q2 CF first point of contact for all vulnerable young people transitioning from primary to secondary
C20. Building on the successful Sport England bid, introduce new initiatives to engage young 2019/20 Q3 AC people in physical activities
C21. Children Centres to achieve full UNICEF Accreditation to improve breast feeding initiation 2019/20 Q4 AC and continuation rates across the Borough
C22. Develop overnight short break provision in-borough for children and young people with 2019/20 Q2 CF learning disabilities and /or autism
We will encourage young people to positively contribute to the community and society, through play, citizenship, volunteering and other activities.
Action Timescale
Page 27 of 283 C23. Support schools to increase participation in accredited programmes for young people, 2019/20 Q2 CF including Duke of Edinburgh Awards, National Citizen Service, and the Prince’s Trust, as well as informal means so that young people become more involved in their communities and in decision- making
C24. Develop a mechanism to ensure the views of school councils are shared with the Member of 2018/19 Q1 CF Youth Parliament, and subsequently raised at a regional and national level
We will support young people to get good quality local jobs through the delivery of Foundation For Jobs, bringing opportunities to get more skills and work experience, and gain the confidence to succeed.
Action Timescale
C25. Develop a greater range of apprenticeship opportunities with partner agencies and 2018/19 Q4 CF employers C26. Promote the new Youth Employment Scheme – offering new part time jobs for young people 2018/19 Q1 CF to boost their CVs and increase opportunities for young people to gain paid work experience and extend to other employers C27. Develop a delivery plan for the Council’s contribution to Foundation for Jobs, covering work 2018/19 Q1 CF experience, interview talks, and a brochure of all Council jobs and career paths (relating to the pupils’ entitlement), and coordinate with employers for wider adoption C28. Provide targeted support for the most vulnerable young people at an early stage, to increase 2018/189 Q2 CF aspirations and the likelihood of them entering education, employment or training in the future
C29. Deliver the outcomes of the Youth Employment Initiative (YEI) project 2018/19 Q2 EG
D Longer and Healthier Lives
We will safeguard vulnerable adults so they can lead safe, independent and fulfilling lives, happy in their own homes for as long as possible.
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Action Timescale
D1. Develop a new care academy to build capacity in the care and health sector, providing skills 2018/19 Q4 AC for employment and improving quality
D2. Open a flagship new Intermediate Care Centre in Eston to promote independence and aid 2019/20 Q1 AC recovery
D3. Launch a new information service for carers of people with mental ill-health, to help them look 2019/20 Q1 AC after their own well-being, and continue in their caring role
D4. Promote earlier identification of abuse and neglect through a new training programme for our 2019/20 Q1 AC care sector workforce
We will work with housing providers to increase the number of properties that provide supported, independent living for our growing number of older people.
Action Timescale
D5. Agree new targets for specialist housing provision for older people so that this is built into 2018/19 Q3 AC new developments throughout the Borough
D6. Adapt older people’s homes to allow them to remain in their own home 2019/20 Q1 AC
D7. Build the Cliffs development with Coast & Country Housing as the next phase of Redcare 2018/19 Q2 AC
Page 29 of 283 We will ensure more housing is built that meets the needs of people with disabilities, reducing the need to move home if they become more frail or incapacitated.
Action Timescale
D8. Increase the number of lifetime homes in the Borough 2020/21 AC
D9. Adapt properties to meet the needs of residents with disabilities 2020/21 AC
D10. Develop a new approach to Welfare Rights to ensure that people with disabilities and those 2018/19 Q3 AC affected by physical or mental ill-health have as secure a financial future as possible
D11. Invest in assistive technologies to support more people to live safely in their own homes and 2018/19 Q1 AC maintain their independence
We will support more people to have healthy lifestyles to reduce the challenges and dangers of drug misuse, smoking and excessive alcohol consumption. We will encourage people to be more active.
Action Timescale
D12. Reform our substance misuse services to deliver a community based approach that 2018/19 Q1 AC broadens the range of available support
D13. Introduce a new physical activity programme jointly with Middlesbrough Council, building on 2019/20 Q3 AC the successful bid for Sport England funds
D14. As part of the Sport England programme, explore with SLM the potential for concessions to 2018/19 Q4 AC increase off-peak use of our leisure centres for those that could benefit most from a more active lifestyle
Page 30 of 283 D15. Develop proposals for a safe cycle routes programme to link key towns and villages, and safe 2019/20 Q1 AC places to store and park bikes
D16. Target our whole stop smoking programme on children, young people, expectant mums and 2018/19 Q1 AC individuals with mental health issues other vulnerable groups
D17. Develop a new Sports Village in partnership with Middlesbrough Football Club Foundation 2019/20 Q4 AC
D18. Celebrate the Cleveland Way’s 50th birthday in 2019 to encourage more people to enjoy it 2018/19 Q4 AC and get active
We will work with partners to support good emotional well-being and mental health
Action Timescale
D19. Working in partnership with the voluntary and community sector and others, implement 2020/21 AC actions arising from the Director of Public Health Annual Report 2016/17 into mental health, including implementation of the Tees Suicide Prevention Strategy
D20. Implement a framework of quality assured providers to ensure that children and young 2018/19 Q3 AC people have access to good quality emotional health and well-being support
D21. Become a dementia friendly borough by 2020 and deliver dementia friendly training to our 2019/20 Q2 AC entire frontline workforce
D22. Work more closely with schools to support children and young people’s emotional well-being 2018/19 Q3 AC and mental health
We will transform access to social care and health services so that they are seamless, efficient and effective, and focused on prevention, early intervention and delivery of care closer to home.
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Action Timescale
D23. Support more people in their home to recover after illness by expanding our in-house 2018/19 Q1 AC recovery and support offer
D24. Improve access to health and social care services through developing an integrated Single 2018/19 Q2 AC Point of Access across South Tees
D25. Commission a new approach for day activities and social inclusion that broadens the offer, 2018/19 Q2 AC linked to opportunities in our cultural sector and creative industries
D26. Evaluate delivery models for future social care and health integration 2018/19 Q3 AC
E Attractive and Vibrant Places
We will increase the supply and quality of housing to meet needs so that people can make their next move locally, staying close to family and friends. Others, who want to make Redcar & Cleveland their home, will be attracted by our great housing.
Page 32 of 283 Action Timescale
E1. * Please refer to actions in the Area Growth Plans
E2. Work with developers to remove barriers to investment and address improvements to 2019/20 Q1 EG infrastructure and access to facilitate housebuilding
E3. Agree a Housing Strategy that helps us build homes that meet the needs of our population, 2018/19 Q1 EG improves standards of existing housing and revitalises neighbourhoods, and meets the needs of our ageing population and supports people to live independently E4. Deliver the ambitions of the Local Plan including a rolling programme of new housing targets 2018/19 Q2 EG
We will increase the vibrancy of each of our town centres, ensuring we have a plan in place, led by local people, building on the strengths of each community, attracting people to live, work, shop and enjoy.
Action Timescale
E5. * Please refer to actions in the Area Growth Plans, including the grant scheme for shop front and other business improvements in town centres E6. Produce a marketing plan for each of our town centres promoting their individual offers 2018/19 Q4 EG
E7. Place regular publicity on the new Enjoy Tees Valley website to draw visitors into our towns 2018/19 Q2 EG when they visit Tees Valley
E8. Support and promote events such as the Klondike cycle race and Festival of Thrift, to 2018/19 Q2 EG maximise their impact on visitors to our towns We will secure more high quality accommodation for visitors, so they stay longer, have more time to enjoy our Borough, and boost out economy.
Action Timescale
Page 33 of 283 E9. * Please refer to actions in the Area Growth Plans, including the Coatham development for the new hotel, and a new Saltburn Holiday Park
E10. Market through the Enjoy Tees Valley and our own web-sites, new and improved visitor 2018/19 Q4 EG accommodation following investment from the new grant funds
E11. Explore the scope for a skills development programme with local businesses in the tourism, 2019/20 Q1 EG retail and hospitality sectors to further improve the customer experience, maximising the potential for return visits and increased spend
We will improve our leisure, retail and cultural offer, so that local people and visitors have more fun and an even better experience, all year round.
Action Timescale
E12. Establish an ambassadors programme to promote and market the Borough 2018/19 Q1 EG
E13. * Agree a delivery partner for the Coatham regeneration scheme 2018/19 Q2 EG
E14. * Deliver further improvements to Saltburn Foreshore 2019/20 Q1 EG
E15. * Complete the major overhaul of the Saltburn Cliff Lift 2018/19 Q1 EG
E16. * Progress the development of the Seafront Adventure Centre in Redcar to provide an all- 2019/20 Q4 EG weather attraction for families, residents and visitors, as set out in the Redcar Town Centre Masterplan F Good Connections
We will strengthen our transport network, to get people moving better by road, rail, cycling and walking.
Action Timescale
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F1. Support the development of a business case for an Eastern Tees crossing, working with TVCA 2019/20 Q1 EG
F2. Deliver the Joint Needs Assessment with Middlesbrough Council relating to transport schemes 2018/19 Q2 EG within the two Boroughs in support of their economic growth ambitions, particularly with the creation of the South Tees Development Corporation (STDC) F3. Explore the feasibility of reintroducing passenger railway links into East Cleveland, with the 2018/19 Q4 EG National Productivity Investment Fund
F4. Produce an all-encompassing Transport Strategy for Redcar & Cleveland which complements 2018/19 Q2 EG the Tees Valley Transport Strategy
F5. Prepare a bid to TVCA’s £59m Transport Fund to deliver key elements of our Transport 2018/19 Q2 EG Strategy, especially for public transport and buses
F6. Complete the infrastructure improvement to Swan’s Corner and Flatts Lane 2018/19 Q4 AC
F7. Lobby for rail and station improvements from Saltburn to Darlington, to improve frequency, 2019/20 Q4 EG speed and quality of services
F8. Promote and market the “Let’s Go Tees Valley” web-site to help residents and visitors move 2018/19 Q2 EG around the Borough more easily by bus, train, bike and on foot, through the new journey planner
Page 35 of 283 We will work with business to strengthen national and international logistics making the most of our unique location.
Action Timescale
F9. Lobby for all enhancements to improve rail access to our port 2018/19 Q2 EG
F10. Support TVCA for strategic road improvements for greater connectivity to / from the A19 and 2018/19 Q2 EG A1(M)
F11. Work with South Tees Development Corporation to agree a plan to improve access to the 2019/20 Q2 EG South Tees Development Corporation area for workers and goods (to complement the South Tees Masterplan)
F12. Assist the Port with their expansion plans, including the potential for freeport status 2019/20 Q4 EG
We will make it easier to get to places to access learning, social, leisure, and employment opportunities, especially those parts of the Borough where public transport is more limited.
Action Timescale
F13. Promote and support the Wheels to Work scheme to help people access a scooter, bike or 2018/19 Q3 EG car to access employment
F14. Promote a learn to drive scheme so that young people in disadvantaged communities can 2018/19 Q2 CF learn to drive and pass their test when they reach age 17
F15. Investigate options for innovative, alternative community transport schemes to help people in 2018/19 Q3 EG areas poorly served by public transport
Page 36 of 283 F16. Support the introduction of smart ticketing with TVCA 2018/19 Q3 EG
F17. Improved multi-modal transport links to key economic assets and development sites through 2019/20 Q2 EG further development of the Tees Valley bus network, with a key focus on providing access to large key employment sites – e.g. access to Teesport and the MDC site - and also isolated existing employment sites
F18. Work with TVCA to explore the establishment of bus franchising across the region 2019/20 Q2 EG
We will improve access to good broadband, to increase connectivity across the Borough for communities and businesses alike.
Action Timescale
F19. * Support the development of superfast broadband across the borough – deliver phase 2 2018/19 Q4 EG
F20. Provide free wi-fi in all our council buildings 2018/19 Q2 R
We will ensure that the Council is well-connected and will embrace change and ideas from around the world, to enrich the lives of local communities in new and innovative ways.
Action Timescale
F21. Provide modern, efficient and vibrant spaces for residents within four customer access hubs 2018/19 Q3 AC in libraries F22. Learn from towns, cities and regions that have experienced large scale industrial 2018/19 Q4 ALL transformation to inform our growth plans
Page 37 of 283 G Clean and safe Environment
We will develop new ways to manage our increasing waste to lessen impact on the environment and reduce the costs of disposal.
Action Timescale
G1. Lead the commissioning of the development of a waste facility for the Tees Valley that would 2020/21 AC turn residual waste into an energy source
G2. Explore a new waste facility specifically to help increase recycling rates 2020/21 AC
G3. Review approaches to waste collection in partnership with other Tees Valley authorities to 2019/20 Q4 AC ensure efficiencies are maximised G4. Roll out, Borough-wide, the Council’s successful “Check it before you Chuck it” campaign 2018/19 Q2 AC
G5. Develop and deliver a series of community projects engaging young people to tackle littering 2019/20 Q1 AC
We will work with the community to change attitudes to cleanliness and littering, so that more and more people stand up for clean neighbourhoods and enhance open spaces for everyone to enjoy safely.
Action Timescale
G6. Introduce a new school litter campaign 2018/19 Q3 AC
G7. Target hot spot areas to reduce fly-tipping 2018/19 Q1 AC
G8. Harness pride in our neighbourhoods by developing and further embedding our “Love it” 2019/20 Q1 AC campaign
Page 38 of 283 We will improve the use, accessibility and enjoyment of our outstanding coast and countryside, encouraging many more people to get outdoors.
Action Timescale
G9. Improve the profile and quality of access to rural walking routes including the Teesdale Way 2019/20 Q4 EG and Cleveland Way
G10. Explore a new long-distance walking route to celebrate the life of St. Hilda in partnership 2019/20 Q4 EG with Hartlepool Council, including routes across the river
G11. Deliver a new approach to bio diversity establishing more wild flower meadows 2018/19 Q2 AC
G12. Form an alliance of local schools to encourage stewardship, awareness, ownership and 2019/20 Q1 CF use of South Gare by young people
G13. Create a summer festival of outdoor activities 2018/19 Q2 EG
G14. Expand the walking festival to include more volunteers in events and participation 2018/19 Q4 EG
We will reduce carbon emissions in the Borough to minimise our impact on global warming and climate change.
Action Timescale
G15. Modernise the Council’s fleet of vehicles and capitalise on green technology to reduce 2020/21 AC emissions
G16. Implement new street lighting solutions that are more energy efficient 2020/21 AC
Page 39 of 283 G17. To drive Carbon Capture and Storage, we will work with TVCA and STDC to attract 2019/20 Q4 EG businesses aiming to reduce carbon impact and develop a carbon reduction strategy G18. Explore the feasibility of purchasing electric pool cars 2018/19 Q3 R
G19. Explore the benefits of signing up to “RE100”, a global collaborative aiming for 100% clean 2018/19 Q4 R energy supply by 2050
We will work to protect communities from severe natural events such as flooding.
Action Timescale
G20. Deploy an effective social media strategy to inform and support our residents, especially 2018/19 Q4 R vulnerable people, in the event of severe weather or other major event
G21. Develop a flood alleviation scheme for the Kirkleatham showfield in partnership with 2020/21 EG Northumbrian Water, to reduce the risk of flooding downstream
G22. Deliver Our Flood Prevention Plan to ensure all key risk areas are safeguarded, including 2020/21 AC North Skelton, Eston, Dormanstown and Charltons
Page 40 of 283 H Enrich lives through Culture and Sport
We will regenerate the historic Kirkleatham Estate by creating a major cultural hub of national significance. This will provide lots of work and training opportunities for young people. Action Timescale
H1. Deliver the Kirkleatham Walled Garden and Catering Academy 2019/20 Q1 EG
H2. Develop a business case for a sustainable future for the Stable Block 2018/19 Q4 EG
H3. Improve transport and parking infrastructure through a new gateway to the estate 2019/20 Q1 EG
H4. Increase the number of events at Kirkleatham, and the popularity of the existing programme 2018/19 Q4 EG of events
We will put culture at the heart of our plans for economic growth by increasing our cultural offer and playing our full part in the Tees Valley’s bid for Capital of Culture 2025.
Action Timescale
H5. Work as partners with our communities in the development of our cultural offer and full 2018/19 Q2 AC engagement in the Tees Valley’s bid for Capital of Culture 2025
H6. Deliver the Steel Stories exhibition with Teesside University, firstly at Kirkleatham, then to 2019/20 Q2 EG go on tour
H7. Deliver improvements to Kirkleatham Museum’s offer through the National Portfolio 2018/19 Q4 EG programme H8. Deliver improvements to the cultural offer through the Great Places Programme 2018/19 Q4 EG
Page 41 of 283 H9. Support the delivery of the Cleveland Ironstone Mining Museum improvements, through the 2018/19 Q4 EG “Room to Move” project
H10. Support the Zetland Lifeboat Museum with funding bids and delivery of improvements 2018/19 Q4 EG
H11. Secure a plan for the long-term future of the Regent Cinema as a key and unique cultural 2018/19 Q2 R asset
We will build participation in culture by nurturing talent and building expertise, especially for young people, across all strands including music, arts and drama. We will use culture to build strong communities.
Action Timescale
H12. Support and promote an increase in the variety of musical festivals throughout the Borough 2019/20 Q1 EG
H13. Working with local businesses and the community, increase the number of live performance 2019/20 Q1 EG venues in the Borough
H14. Increase the number of opportunities for young people to volunteer and participate in the 2018/19 Q3 EG Festival of Thrift and other major events
H15. Improve and enhance the current music, arts and drama offer for young people 2018/19 Q4 CF
H16. Introduce quality music performances at Kirkleatham, targeted at young people, and those 2019/20 Q4 EG communities that do not normally access music such as classical
H17. Build participation in culture across music, arts and drama; across all age ranges through 2019/20 Q4 AC volunteering and other activities
Page 42 of 283 We will consolidate and strengthen our already varied festivals and events programme, to continue to give local people and visitors alike a greater choice of things to do and experience, and to drive economic growth as we diversify our economy.
Action Timescale
H18. Promote the profile of the Borough as a place that welcomes quality events and festivals, 2018/19 Q1 EG through the Enjoy Tees Valley website, and our Place Marketing work
H19. Support the Festival of Thrift to grow, year on year, with more and varied attractions, a wider 2018/19 Q2 EG cultural offer, increasing visitor numbers
H20. Link more events in the calendar to complement each other, encouraging more people to stay 2018/19 Q2 EG overnight
H21. Review our guidance to make it easier for communities to put on their own events 2018/19 Q3 EG
H22. Explore, with Hartlepool Council and TVCA, the potential for a River Tees / Mouth of the Tees 2018/19 Q4 EG Festival
We will build on our successful sporting programme to enhance the tourism offer, and encourage more people to be physically active and healthy.
Action Timescale
H23. Attract and deliver the Tour de Yorkshire 2019/20 Q1 EG
H24. Support and grow the Redcar Triathlon 2018/19 Q2 EG
H25. Establish the East Cleveland Klondilke Race as a permanent event in the British Cycling 2018/19 Q1 EG calendar
Page 43 of 283 H26. Support and grow the Redcar Half Marathon and explore a new route that showcases the 2018/19 Q3 AC assets of the Borough
H27. Introduce a new City Games Cross Country event 2019/20 Q2 EG
H28. Explore new park walks to complement our park run offer 2019/20 Q2 AC
H29. Continue to support and encourage participation in park runs 2018/19 Q2 AC
H30. Establish quality fell and road races in Eston and Guisborough 2018/19 Q2 EG
We will establish a legacy from major sporting events so that people can benefit for years to come, through increased participation and better fitness and health.
Action Timescale
H31. From the Tour de Yorkshire event, deliver a Borough-wide cycle to work / school initiative 2019/20 Q1 EG
H32. Develop safe and controlled areas for sea swimming 2019/20 Q4 EG
Page 44 of 283 I Improving the way we Work
We will seek out and forge strong partnerships across all sectors to deliver our ambitions as set out in this plan.
Action Timescale
I1. Bring our partners together to influence how we all support our new community development 2019/20 Q1 AC approach, set out in our Community Capacity Building Strategy
I2. Establish the Place Board, and ambassador programme which would bring together business 2018/19 Q1 EG with others to market the Borough to potential investors
I3. Establish and embed the new joint South Tees Health & Wellbeing Board, with a new 2018/19 Q2 AC governance structure
I4. Ensure a smooth transition to the new merged organisation between Coast & Country 2018/19 Q3 R Housing and Yorkshire Coast Homes so that local residents’ interests are protected and our strong partnership working arrangements continue to develop
We will improve the way we market and promote the Borough to demonstrate how Redcar & Cleveland can improve quality of life and be good for business.
Action Timescale
I5. Introduce a new marketing strategy for our country parks, promoting our natural heritage 2019/20 Q3 AC I6. Support local entrepreneurs to develop small businesses to be delivered from our children’s 2018/19 Q4 CF centres I7. See also actions related to the creation of the Place Board EG
I8. Ensure all our events and assets are featured on the new Enjoy Tees Valley web-site, as well 2018/19 Q1 EG
Page 45 of 283 as our own web-site I9. Develop a communications strategy including plans for specific publicity campaigns 2018/19 Q1 R
We will work as equal partners with our communities in creative and imaginative ways, to help meet community needs.
Action Timescale
I10. Hold the first community festivals to widely engage local people in individual projects in Area 2018/19 Q1 AC Growth Plans I11. In readiness for further Government cuts to our budget beyond 2020, agree a coproduction 2018/19 Q3 R approach to commence planning for Shaping our Future 4 I12. Hold joint meetings with our Parish and Town Councils to further develop partnership 2018/19 Q4 R working with our communities I13. Agree a new Equality & Diversity policy 2018/19 Q2 R
We will continue to provide good quality public services focusing on direct delivery whenever this will enhance quality.
Action Timescale
I14. Enhance the quality of care for our vulnerable residents by building into our contracts, new 2018/19 Q1 AC quality improvement measures
I15. Fully integrate community health services into our early help offer and be able to evidence 2018/19 Q4 CF good outcomes
Page 46 of 283 I16. Develop plans to attract allocations from the Shared Prosperity Fund (replacing EU funding) 2018/19 Q2 R
I17. Introduce mystery shopping across a range of services to ensure we are delivering the best 2018/19 Q4 AC services we can
I18. Carry out a Residents’ Survey to assist with future planning of services and prioritisation of 2019/20 Q2 R resources
I19. Develop a more pro-active approach to learning from customer feedback to improve services 2018/19 Q4 R as well as the customer experience
I20. Implement the findings of the Local Government Boundary Review which would assist 2018/19 Q4 R elected Members to represent and work for their local communities in helping to deliver our Corporate Plan priorities
I21. Develop a campaign to raise awareness of the local elections in 2019 and the importance of 2018/19 Q2 R local people having their say on the future of public services in the Borough
I22. Implement a new, interactive Council web-site to make it easier for people to access our 2018/19 Q2 R services and information when it suits them
I23. Aim to secure Investors in People Gold status in 2018, rising to Platinum in 2021 2018/19 Q4 R
I24. Invest in more technology which would improve the way we work 2019/20 Q1 R
I25. Explore ways of achieving a paperless environment for Council decision-making 2019/20 Q1 R
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We will be a Borough that is ever more outward-looking, receptive to new ideas and innovation, boldly making our contribution to both the region and the UK.
Action Timescale
I26. Showcase our areas of good and innovative practice at a regional and national level 2018/19 Q4 R
I27. Actively promote the area nationally and internationally as a place to invest, visit and live 2018/19 Q4 R
Page 48 of 283 Member Report Children & Families Service Improvement Journey
Public
To: Cabinet Date: 1 May 2018
From: Corporate Director for Children and Families Decision type: Executive
Portfolio: Children Forward Plan reference: Priority: A brighter future for our children
Ward(s): All
1 What is the purpose of this report?
1.1 The purpose of this report is to seek Members’ endorsement of the updated Service Improvement Plan, formulated in response to the Ofsted inspection of the Local Authority’s safeguarding services for children in January/February 2017.
1.2 It also asks Members to note the quality assurance activity undertaken by the Children and Families Service during the last 12 months, and provides an overview of the associated improvement journey.
2 What is the background to this report?
2.1 A Brighter Future for our Children
2.1.1 The Children and Families Directorate has a clear, statutory responsibility to safeguard children and young people; to keep them safe from potential harm and the impact of neglect. In line with our corporate plan, we aim to give all children the opportunities they deserve to get the most out of life; to grow and develop into successful, happy and healthy adults.
2.1.2 In order to ensure we meet our duties effectively, and to see that children and young people achieve positive outcomes and reach their potential, the service is externally regulated by Ofsted. The purpose of an Ofsted Inspection is to assure children and young people, parents, the public, local authorities and the Government of the quality and standards of the service provided.
2.1.3 Redcar and Cleveland Children and Families Service was inspected in January 2017 and our overall services were judged as ‘Requires Improvement’. The outcome of the inspection offered 13 recommendations for improvement in a final report published in April 2017. Each recommendation is incorporated into a Service Improvement Plan, with corresponding actions identified (Appendix A). The service agreed to provide an update on progress made over the last year against each of the 13 recommendations, in a Cabinet Report submitted on 11th July 2017.
Page 49 of 283 2.1.4 Although the development of a Service Improvement Plan, the Council also submitted a formal complaint to Ofsted following the Inspection due to a change in our overall judgement as part of their moderation process. At the time of presenting the previous report to Cabinet the complaint had just been escalated to Stage 2 of the Ofsted Complaints Process. The Council subsequently received a response from Ofsted on both Stage 2 and 3 of their process. Whilst some minor amendments and recommendations were made, there was no overall change to their final judgement.
2.2 Our Improvement Journey
2.2.1 We maintain a continuous focus on the quality of our practice and, although we can evidence areas where this is good or better, we want to be able to assure ourselves of consistently high standards across the whole service. We have tackled this by undertaking a robust programme of audit and assurance activity, led by a recently retired Director of Children’s Services from a ‘good’ local authority, engaged by the Directorate in a consultancy capacity.
2.2.2 As a direct result of this work, we have developed a series of mandatory ‘Getting to Good’ sessions, including workshops on what a good case file should look like; good chronologies; quality assessments; what good care plans and reviews look like; and a programme of reflective supervision.
2.2.3 We have also engaged in development work with our neighbouring local authority of North Yorkshire, under the Partners in Practice model of service improvement. To date, this has involved a focus on our front door arrangements; a table-top analysis of our Looked After Children data; and an exploration of data monitoring and performance management systems. Following several reciprocal visits, we have taken advantage of this learning in order to facilitate improvements. For example, we now present our own data in a much more meaningful and accessible format that has directly resulted in more in-depth discussions and increased ownership around performance across teams.
2.2.4 One of the outcomes of the Partners in Practice relationship was a recommendation to consider the adoption of an evidence-based social work model to ensure consistency and improve practice across the workforce. This has led to the commissioning of an internationally recognised approach to children’s social care practice known as ‘Signs of Safety.’ The programme is specifically designed to support practitioners, families and the wider network of community assets, to work together more effectively in the endeavour to safeguard children from the risk of harm. We acknowledge that there is a two- year trajectory to embedding Signs of Safety; we plan to begin early implementation from September 2018.
2.2.5 We recognise that one of the key principles of successful and continuous service improvement is to fully understand the needs of the service through meaningful staff consultation. In order to establish the views of the workforce, we facilitated a large-scale consultation exercise to ascertain social workers’ opinions about operational service delivery. Field team social workers talked about the demands of trying to balance the full breadth of their current remit, from initial assessment upon referral, through to managing the court process and permanency for some children. In response to this exercise, we initiated a service review and plan to introduce a new referral and assessment team, to
Page 50 of 283 be based in First Contact. We are also planning to introduce deputy team manager roles and additional support staff to be based within each team. The consensus is that staff have been listened to, understood, and proactively responded to.
2.2.6 A key part of service improvement is a commitment to robust performance management. In addition to the corporate reporting activity, we have a range of other Directorate mechanisms in place to oversee and drive quality and improvement, including a Safeguarding and Quality Assurance Framework, developed to support more effective challenge.
2.2.7 The Principal Social Worker leads in the coordination of our Safeguarding and Quality Assurance activity, which includes a range of practice and compliance audits and a programme of visits and observations of practice. These observational visits are undertaken by the Lead Member, the Corporate Director for Children and Families, Assistant Directors and third tier managers.
2.2.8 Regular Service Improvement Meetings are attended by service managers and relevant team managers. The focus of these meetings is to review progress and to update the Service Improvement Plan accordingly. This is also the forum to scrutinise other action plans developed in response to specific audit and quality assurance activity. The current Service Improvement Plan, attached to this report, provides evidence of progress made over the last 12 months, whilst also identifying gaps for further development.
2.2.9 The Children and Families Service continues to experience pressures around the volume and complexity of work. This is alongside the ongoing social work recruitment and retention challenges we face, which are not showing any marked improvement across the North East as a whole. However, our workforce continues to be committed to improving the quality and effectiveness of practice, which will ultimately lead to improved life chances for our children and young people.
2.3 Looking Ahead
2.3.1 A revised inspection framework was introduced in January 2018; the Inspection of Local Authority Children’s Services (ILACS). This new framework adopts a whole system approach which is informed by an ‘annual conversation’ between the Director of Children’s Services and the Ofsted Regional Director. The intention is that the new approach will be less intensive than the previous Single Inspection Framework, enable the early identification of issues and reduce the risk of local authorities being labelled as ‘inadequate’.
2.3.2 Redcar and Cleveland Children and Families Services will be subject to the following elements of the ILACS framework:
• an annual conversation based on a self evaluation; • a standard inspection once every three years and; • up to two focused visits in the interim (one of which might be a Joint Targeted Area Inspection).
2.3.3 Our annual conversation took place on the 7th March 2018 and our Service Improvement Plan helped to inform part of the discussion. It is expected that the next stage of the ILACS process will be a 2-day focused visit at some time
Page 51 of 283 before the end of the calendar year. It is likely that the visit will focus on our front door arrangements and our services to help and protect children and young people. We can evidence the progress made against the recommendations from the previous inspection through our Service Improvement Plan and feel assured that the robust programme of audit, quality assurance activity and reviews will demonstrate our ongoing commitment to service development.
3 Who have we consulted?
3.1 The information detailed in the report has been discussed at the Children and Families Management Team meeting; Redcar and Cleveland Safeguarding Children Board; and the Children and Families Scrutiny & Improvement Committee.
4 How will it deliver our priorities and improve our performance?
4.1 The activities in this report relate specifically to the priority within our corporate plan, ‘A Flourishing Future’ to ensure: ‘Children and young people are safe and protected from harm.’ By supporting children and young people to be safe, we are enabling them to reach their full potential and become active and successful members of our community.
4.2 Successful implementation of the Service Improvement Plan will ensure that fewer children and young people are identified at risk of significant harm and ultimately require the need for statutory intervention. The activity within the plan supports our journey to deliver ‘good or better’ performance, to benefit vulnerable children and young people.
5 What are the risks and resource implications?
Type of Applicable? Details Risk/ Implication Health and Yes It is crucial that we continue to drive performance and Safety quality across our services, in order to protect vulnerable children and young people. The impact of abuse or neglect can be catastrophic on the emotional wellbeing of the victims.
Social Yes The work of the Children and Families Service is Value: pertinent to providing opportunities for children, young people and their families facing social barriers; specifically through the principle of ‘enabling communities and citizens to thrive’.
The most effective safeguarding activity is built on a solution-focused model; where the strengths of families and the assets of the wider community are key to the delivery of successful outcomes for vulnerable children.
Successful implementation of the service improvement plan will enable children and young people to live safe and happy lives, able to reach their full potential and
Page 52 of 283 ultimately become strong and resilient young adults who enjoy being able to contribute positively to the community.
Legal Yes We have a statutory duty to safeguard and act to protect children and young people from the risk of significant harm.
Financial Yes Resource demands are currently being met through the Children and Families Service however, it should be noted that the future level of demand cannot be determined with certainty due to the volatile nature of this issue.
The Service Improvement Plan identifies required practise changes which may have associated resource implications.
Human Yes Whilst there is no direct impact on staffing levels or their Resources terms and conditions of employment, the service improvement journey has highlighted areas of service that require review and restructure. The impact of these changes will be to promote a more resilient workforce, able to meet the increasing demands of children’s social work.
Equality and Yes Social work practitioners require the skills to ensure Diversity safeguarding services are inclusive and supportive for young people whatever their background, culture, sexual orientation or gender. Any social work assessment must take account of a child or young person’s identity.
Carbon No There is no impact on our carbon footprint as a result of Footprint this report.
Other No There are no other issues that should be brought to (please Members’ attention in relation to this report. specify)
5.1 Equality analyses for Cabinet decisions are published alongside the reports in the ‘Cabinet and committee papers section’ of our website at www.redcar-cleveland.gov.uk/decisionmaking and should be read in conjunction with the recommendations in the report.
6 What options have been considered?
6.1 There are no options for consideration.
7 What is the reason for the recommended option?
7.1 To inform Cabinet of the progress made against the Children and Families Service Improvement Plan; and to outline the journey of improvement undertaken by the service during the last 12 months.
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8 Recommendations
8.1 It is recommended that:
Cabinet endorse this report and note the actions taken to improve performance and quality of practice of the Children and Families Service in the last 12 months.
9 0BAppendices and further information
9.1 Appendix A: Children and Families Service Improvement Plan
10 Background1B papers
10.1 No background papers other than published works were used in writing this report.
11 Contact officer
11.1 Name: Linda Bulmer Position: Assistant Director Children & Families Address: Seafield House Telephone: 01642 771673 Email: [email protected]
Page 54 of 283 Ofsted Action Plan (Updated March 2018)
Area for Desired Outcomes Responsible Ref Required Actions Timescale Updates Measure of Success Improvement Officer
1 Ensure consistently (i) Review good practice Front door arrangements Assistant December 2017 Oct 2017 – Initial visit to PiP (North Yorkshire) to Strengthened partnership arrangements effective examples regionally and will be based on exemplar Director consider alternative front door arrangements; developed with ‘good’ local authorities; management nationally and explore models of best practise, Safeguarding & decision-making process observed and Q/A enhanced front door offer based on best oversight and collaborative work with identified as ‘good’ or LAC session with lead officers. Agreement made to practice from other models with proven decision-making of North Yorkshire Council as better through regulatory return for a second visit, to include operational track record of success. all contacts in the Partners in Practice to inspection processes. managers from First Contact and Early Help (to First Contact Service. develop First Contact support development of an early help hub). This Current, revised offer based on other Services. subsequent visit took place in Jan 2018. models from LAs identified as ‘good’ or Work will progress Discussion around the decision-making based on better by Ofsted. appropriately to Signs of Safety model, police involvement, issue referral and of consent. assessment and those issues of consent are May and Nov 2017 – multi-agency meeting held appropriately dealt in collaboration with Middlesbrough Borough with. Council to explore the potential development of a shared, South of Tees Safeguarding Hub.
Date arranged to visit Hartlepool and Stockton (North of Tees Safeguarding Hub) for March 2018.
Contact made with Leeds and forthcoming visit to be arranged.
(ii) Review as necessary An increasing proportion Assistant March 2018 Jan 2017 - Any previous practice involving visits Evidence of timely decision-making through the functioning of the First of contacts received into Director to gain consent ceased with immediate effect increased % of referrals responded to Contact Service to First Contact will have Safeguarding & and corresponding letter to partners distributed within statutory timescales. strengthen evidence of evidence of consent LAC and a revised process map developed to confirm management oversight sought from the front door referral arrangements; The percentage of referrals responded to and decision making; and parent/carer or young within statutory timescales increased from amend processes to person; decision-making Sep 2017 – verbal briefing given to partners at 95% in Apr 2017 to 97.7% in Jan 2018. ensure that, in the event will be completed within RCSCB to clarify front door arrangements in consent is not and cannot statutory timescales, terms of consent; Rationale of decision made by First Contact be obtained, only those based on agreed Team Manager recorded in all contacts. contacts where there is thresholds for Oct 2017- audit undertaken that provided reasonable cause to intervention; and have assurance of appropriate and timely decision All responses to Early Help from First believe children may be at clear evidence of making; Contact to evidence recorded management risk of significant harm to management oversight oversight. be progressed to a referral and a rationale for the Feb 2018 – amendments made to IT/Liquid for a Children & Families decision. Logic system to ensure that no contact record
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Area for Desired Outcomes Responsible Ref Required Actions Timescale Updates Measure of Success Improvement Officer
Service. can be signed off without management A revised structure will oversight/sign off; reduce sole reliance on the team manager for Nov 2017 - multi-agency workshops held with effective decision-making. partners to discuss development of Early Help Hub; Early Help Hub Team Manager appointed Early help decision-making (Jan 2018); and response will be based on enhanced Nov 2017 – informal consultation process information sharing initiated with workforce, to include focus on between multi-agency front door arrangements. This included the partners. option to introduce a deputy team manager into the team, thus removing any issues of sole reliance on the current team manager. Appointment made in March 2018, on an interim basis prior to finalisation of agreed structure.
Feb 2018 – options for reconfigured front door proposed to workforce. Proposal includes option to co-locate early help multi-agency hub with First Contact.
2(a) Improve the Undertake a full review of All allegations against Service Oct 2017 Jan 2017 - full review of all LADO cases since Statutory and regulatory duty met by the management and all cases held by the Local professionals will be Manager 2016 undertaken by external consultant and the Local Authority in relation to all allegations monitoring of Authority Designated robustly coordinated and (Review & findings were formulated into an informal made against staff. allegations against Officer and the associated managed, with recorded Inspection) action. professionals who decisions made, since July evidence of management Identified through audit and quality assurance work with children. 2016. oversight. May 2017 – on-going management oversight led activity. Annual report to LSCB for oversight. to the removal of the action plan, following improvements to quality of work;
Oct 2017 – external scrutiny of LADO systems provided by partner LA with arrangements judged as ‘good’ by Ofsted; led to assurance that referrals are managed appropriately. A subsequent report highlighted that: The current systems that are in place at Redcar & Cleveland are compatible to H/P & SBC and that they support the timely updating of current LADO referrals. The information collected is comprehensive which supports the identification of trends and areas of concern.
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Area for Desired Outcomes Responsible Ref Required Actions Timescale Updates Measure of Success Improvement Officer
Jan 2018 – internal file audit undertaken that highlighted appropriate decision- making but deficits in terms of accurate recording. HR advice was sought and a further informal action plan was agreed; business support functions were made available to support the role and fortnightly supervision was put in place as further support. Additional management oversight provided assurance of improved record keeping in Feb 2018.
2(b) Improve the (i) Undertake a full review Children who are privately Service Oct 2017 Dec 2016 - Feb 2018 - audits undertaken of all Statutory and regulatory management and of all current private fostered will be promptly Manager private fostering cases that highlighted deficits duty met by the Local Authority regarding monitoring of fostering arrangements; identified and receive a (Safeguarding) in current practice in terms of compliance. This all Private Fostering arrangements; 100% private fostering and existing Care Planning timely assessment of their led to the formulation of a Private Fostering compliance in assessment timescales and arrangements. processes utilised to need; Action Plan and the development of ongoing visits for all private fostering arrangements. monitor and review all training to be offered to social care staff and current and newly Ongoing private fostering partners to promote the recognition of private Evidenced through audit and assurance identified Private arrangements will be fostering cases, share the issues highlighted activity. Fostering arrangements; tracked and monitored within the audit and support practitioners to and implement a rolling through the care planning complete the assessment appropriately and programme of awareness process to ensure the follow the appropriate guidance. raising sessions for all placement is consistent Children & Families staff and appropriate to meet Nov 2017 – new publicity and promotional around the identification the child’s welfare needs; material produced and distributed throughout and understanding of the borough and within services, including Private Fostering. The workforce and wider schools, GP surgeries, Children’s Centres and partners will be able to Youth Centres. This has led to an increase in the identify private fostering number of enquiries about private fostering, arrangements and know with a GP contacting the service for advice. how to seek and Private Fostering Champions identified in each implement the field social work team to lead the agenda and appropriate level of provide on-hand support and guidance to statutory support. colleagues.
Feb 2018 – a link supervising social worker identified within the team, to support all carers in private fostering arrangements.
Dec 2017 - The Liquid Logic system for recording private fostering cases reviewed by IT Systems Support to ensure it is fit for purpose. The
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Area for Desired Outcomes Responsible Ref Required Actions Timescale Updates Measure of Success Improvement Officer
format of the PFAAR adapted to include prompts to support social workers to complete the documentation appropriately. Social workers offered training to enable them to utilise the system appropriately.
3 When children move (i) Undertake a full review Placement decisions for all Service May 2017 Jan 2017 – full review undertaken of all family The legal status of all children involved with to stay, or live with of all informal family children will be Manager and friends/connected person’s placements to the Local Authority’s Social Care service will family and friends, arrangements. appropriate and (Safeguarding) establish a clear rationale about decision- be clear. ensure that there is supported by robust making. Findings identified that discussions of a clearly recorded evidence. all care options were not being recorded. Themed audit postponed to Feb 2018 rationale for placing children outside of Apr 2017 – thematic audit planned to assess regulation 24 of the practice regarding compliance with Regulation 2010 care planning 24. regulations. Undertake a review (ii) Develop mandatory Practitioners will Service July 2017 May 2017 – training programme devised and 100% of frontline social workers, team of all current training programme understand practice and Manager delivered in partnership with Cygnet Law; managers and IROs to receive mandatory arrangements to covering the law, practice procedures in terms of (Safeguarding) evaluations provided assurance that the course training on Planning Regulations 2010. ensure that these and procedures in respect family placements and was well received and understood by attendees. Course evaluations to evidence quality of placements are not of family placements; and subsequently all practise training provision. being brokered by a follow-up themed audit will follow regulations; all Apr 2017 - themed audit on Reg 24 compliance social workers. to be undertaken to assessments will include built into programme of quality assurance 100% of family and friends’ assessments establish effectiveness of clearly the views of all activity. will comply fully with Regulation 24. training. family members;
Thematic audits on Reg 24 compliance will be an established part of the regular quality assurance programme of work. (iii) A family information All carers will be fully Service Sep 2017 Sep 2017 - comparison table created comparing Record of discussion with carers around pack to be designed for informed around care Manager CAO/SGO and friends and family foster carers. care options evident in 100% case files as carers to set out the full options and the (Service This will form part of the family information appropriate. range of care options. implications of each, to Development) pack. To be finalised following a decision ensure the best option is regarding financial support, subject to EMT and secured to meet the needs Cabinet approval in 2018. of the child. 4 Ensure that all (i) An evidenced-based Practitioners will be Assistant Sep 2018 Mar 2017 – ‘Strengthening Practice’ Course evaluation forms evidence quality of assessments, training programme to be properly equipped and Director commissioned and bespoke, 8-month ‘Strengthening Practice’ modules as ‘good’ including those of commissioned for confident to deal with risk; (Safeguarding programme agreed with provider, to include or ‘better.’ early help and practitioners around & LAC) modules on: assessment, planning, supervision, private fostering, assessment and the All care planning decisions parenting capacity and social work intervention. Audit process evidences consistently
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Area for Desired Outcomes Responsible Ref Required Actions Timescale Updates Measure of Success Improvement Officer
identify and analyse analysis of risk. will be made expediently The programme commenced in May 2017 with improved performance in terms of quality all risks to and needs and in a suitable timescale 70+ participants. The module on assessment of assessments; informed by evidence- of individual children for the child; provided a ‘kit’ of evidence-based tools to based model of practice. and that they are up incorporate into assessment processes. to date to inform All care planning decisions Increase in the number of assessments effective planning. will be supported by an May 2017 – early help key worker development completed within statutory timescales. evidence-based and day delivered, with a focus on assessment and Assessments should holistic evaluation of the planning, using practical activity to improve Increase evident from April 2017 at XXX% to include the impact options for the child; understanding. 74.8% January 2018. of diversity and the child’s experiences The individual needs of Sep 2017 – external consultant commissioned to in relation to their the child will be assessed undertake series of audits, staff consultation identity. to ensure that inter-sibling sessions and quality assurance activity. This relationships are given programme of work highlighted continued appropriate weight inconsistencies in the quality of practice, throughout the decision- including assessments. making process, thus supporting identity. Nov 2017 – attended Signs of Safety introductory session with Middlesbrough Systematic monitoring of Borough Council which led to the securing of the impact of services will funding and a commitment to the programme. identify the effectiveness An initial training day was held with senior leads of the plan, ensuring it is and Middlesbrough colleagues. Agreement addressing both need and reached to undertake the programme jointly reducing risk; with Middlesbrough. This decision followed a series of staff briefings to establish the extent of Children and young commitment across the workforce. people will receive well- coordinated services that Feb 2018 – consultant-led ‘back-to basics’ are timely, with evidence mandatory sessions introduced, including of good outcomes. focused session on assessment.
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(ii) Chronologies will be All cases will be Service Apr 2018 Jan 2018 – ‘Getting to Good’ workshops 100% of assessments will be informed by a routinely used to analyse appropriately summarised Manager developed to include session on quality and good quality chronology. the child’s experience and in a good quality and (Safeguarding) effectiveness of chronologies; inform long term effective chronology, to planning; supported by a capture all significant Jan 2018 - clear message cascaded to workforce task and finish group to events that have occurred confirming expectation of chronologies on all set out practice guidance throughout the child’s life cases from April 2018. for Chronologies. that may have impacted on their social, emotional or physical wellbeing or safety.
5(a) Ensure that all Undertake a themed audit Systematic monitoring of Assistant Sep 2018 Mar 2017 – ‘Strengthening Practice’ 100% of written plans have measurable and written plans are of written plans across the the impact of services will Director commissioned and bespoke, 8-month realistic actions with appropriate informed by an up- service that assesses identify the effectiveness (Safeguarding programme agreed with provider, to include timescales; to-date assessment quality of planning, of the plan, ensuring it is & LAC) modules on: assessment, planning, supervision, of needs and that including regular addressing both need and parenting capacity and social work intervention. Review of all plans for children LAC, CIN, CP they clearly management oversight of reducing risk; The programme commenced in May 2017 with and EH are completed in timescales. articulate actions, the plan for monitoring 70+ participants. The module on assessment outcomes to be and review of progress Children and young provided a ‘kit’ of evidence-based tools to achieved and ways against the actions; people will receive well- incorporate into assessment processes. in which these will coordinated services that be measured, with Focus on increasing, are timely, with evidence May 2017 – early help key worker development timescales. sharing and disseminating of good outcomes. day delivered, with a focus on case recording good practice across social and effective planning, using practical activity to work teams. improve understanding.
Sep 2017 – external consultant commissioned to undertake series of audits, staff consultation sessions and quality assurance activity. This programme of work highlighted continued inconsistencies in the quality of practice, including effective planning.
Nov 2017 – attended Signs of Safety introductory session with Middlesbrough Borough Council which led to the securing of funding and a commitment to the programme.
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Area for Desired Outcomes Responsible Ref Required Actions Timescale Updates Measure of Success Improvement Officer
An initial training day was held with senior leads and Middlesbrough colleagues. Agreement reached to undertake the programme jointly with Middlesbrough. This decision followed a series of staff briefings to establish the extent of commitment across the workforce.
Feb 2018 – consultant-led ‘back-to basics’ mandatory sessions introduced, including focused session on planning.
5(b) When separate Multi-agency partners to Children, young people Service Dec 2017 Apr 2017 – strengthened processes at VPG to 100% of children and young people known plans are utilised, for ensure that all plans and their families will be Managers – support routine of integrating key risks and to VPG will have all actions and desired example in relation around the family are supported by one clear Children & actions re: CSE into the child’s overarching plan; outcomes identified in one plan. to child sexual integrated into one plan, with agreed Families relevant practitioners invited to attend VPG to exploitation, ensure overarching plan for the objectives that are easily share information, discuss the case, receive that key risks and child, with regular understood and advice and guidance and agree actions. actions identified reviews. incorporate all areas of are integrated into identified need. the overarching plan for the child. 6(a) Improve quality A review of the function of Issues from Audits, Principal Social Dec 2017 Dec 2017 - Service Improvement Clinic fully assurance processes Service Improvement Serious Case Reviews, Worker reviewed and agreed at Joint Service by ensuring that Clinic to be undertaken. Customer Feedback and Improvement Clinic, chaired by DCS. Revised auditing consistently Quality Assurance programme relaunched as Children’s Practice results in swift and Observations will inform Improvement Meetings (CPIMS), to commence effective action to the agenda for service in Jan 2018. deal with any improvement to increase identified deficits in the breadth of learning. Annual agendas agreed as: practice. (1) What does good look like: Setting the standard. (2) Self assessment review. (3) Group audit exercise: the child’s voice. (4) Overview of quality assurance work: are we seeing a difference? (5) Learning the lessons: DHR and SCR reviews and messages. (6) Group audit exercise: decision making. (7) Implementing Signs of Safety. (8) Knowledge & Skills Statements. (9) Group audit exercise – chronologies. (10) Overview of quality assurance work –are
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we seeing a difference? (11) Disguised compliance discussion/workshop: What does it mean, how do we identify it? (12) Models & theories.
6(b) A quality assurance A quality assurance There will be evidence of Agency Dec 2017 Jul 2017 - Panel Chair and ADM meeting to Bi-annual meeting with Panel Chair, function should also mechanism to be robust challenge on the Decision Maker consider the effectiveness of the panel evidenced by minutes; be implemented implemented that quality of the work of functioning and the quality of work presented. A between the includes: Permanency Panel and follow-up meeting was held in Nov 2017 and a Bi-annual summary report from the Chair in adoption panel chair Twice yearly meetings any practice deficits summary report requested from the Chair. respect of the Panel. (Outstanding) and the agency between the ADM and identified through the decision-maker. Chair of Permanency audit process will be Jan 2108 - ADM observes panel and assurances Panel; twice yearly appropriately addressed, provided that adoption panel is well chaired and observations of panel resulting in improved panel members are appropriately skilled. undertaken by the ADM; practitioner learning and and a twice-yearly good outcomes for summary report on the children; functioning of the panel to be completed by the Panel The ADM will be assured Chair. that members of the Permanency Panel have access to all relevant information to focus on key issues.
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7 Ensure that all Develop a Children and The needs of our child Head of Service Sep 2017 Oct 2017 – Corporate Plan first draft developed, Success measured against the actions strategic plans are Young Peoples Strategic population will inform the (Early Help & ‘A Flourishing Future’; this led to the incorporated into each separate plan. implemented in a Plan to map out, quality assurance and Partnerships) development of the Children & Families timely way and that coordinate and provide an performance framework; Directorate Service Improvement Plan ‘A the impact of the evaluation framework for Brighter Future for our Children.’ strategies is multi-agency services Services will be adapted to evaluated, including across the Borough; that ensure they are targeted Nov 2017 - multi-agency workshops held with that of early help. also includes a review of to meet the needs of partners to discuss development of Early Help, the quality assurance and children and young Multi-Agency Strategy and initiate the co- performance framework people. production of a shared work plan, ‘Working to understand the impact Together to create a Brighter Future for our and range of services Redcar and Cleveland’s Children and Young People. available to children and Early Help offer will be young people; and to transformed to include a Dec 2017 – established Children and Young evaluate services to wider offer, supported by People’s Partnership Board to lead governance ensure they evidence a revised, multi-agency of early help agenda. good outcomes for Early Help Strategy. children.
8 Ensure that the (i) A task and finish group We will have sufficient Service Oct 2017 Jun 2017– site identified and secured for new, Increased recruitment of in-house foster sufficiency strategy to be established, to and appropriate Manager (LAC in-house children’s home for chyp with complex carers from the independent identifies and plans include commissioning placements to address & Leaving Care) disabilities and educational needs to prevent Sector. for an appropriate and finance officers, to local need, including out-of-borough residential specialist supply of emergency map out need and inform emergency placements; Increased number of residential providers placements for a revised sufficiency placements for children on Tees Valley Framework. young people who strategy that is informed who display risk taking Nov 2017 - scoping of delivery model for display risk-taking by an updated Market behaviour; extending the use and remit of the current Increased number and % of LAC placed with behaviours. Position statement and emergency placement provision for homeless 16 an in-house provider. through consultation with Rapid access available to and 17 year olds; based on models from ‘good’ Independent Fostering emergency placements for authorities. Agencies and Residential children and young people Providers on growth of the with complex needs/high Agreement made with commissioning to block sector; risk behaviour; book emergency/crisis beds with new provider in Guisborough (Church Lane); Analysis of market trends and pressures prompts Exploring use of properties in-Borough to offer dialogue with the market solo placements. Commissioning to work with to resolve issues of registered providers locally to look at the capacity. feasibility of registering our own properties with licence agreements to be turned into solo satellite provision.
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Area for Desired Outcomes Responsible Ref Required Actions Timescale Updates Measure of Success Improvement Officer
(ii) Implement regular, Monthly reports produced Service Manager Oct 2017 robust monitoring of that identify concerns and (LAC & Leaving placements escalation of problems to Care) and vacancies that allows commissioners and a proactive approach to provider markets. managing possible emergencies.
9 When children have Missing Interviews to be The completion of return Service Sep 2017 Mar 2017 - Best practice return interview form Increased number of Missing Interviews been missing, convened in line with the interviews will be prioritised Manager developed across Tees; completed within agreed timescales. ensure that a timely Tees Running Missing by social workers and early (Review & return home Protocol; help practitioners; Inspection) May 2017 - Return interview form reviewed by Sustained and improved quality of all interview is offered VEMT Operational Lead and VEMT Coordinator completed Missing Interviews. The revised missing return A clear rationale will be and undertaken and and amendments made. Return interview form interview template to be recorded to evidence when a that risks are implemented into the Child’s Missing Interview is not shared with Liquid Logic for costs; Audit provided assurance that Missing analysed to inform electronic records; undertaken within agreed Interviews are convened in line with Tees future protective timescales; Jun 2017 - Costs of £1,460 for Liquid logic to Running Missing Protocol. actions. Bespoke training on Missing dedicate 2 service packs days to develop the procedures to be delivered The potential for harm will return interview form agreed; Reduction in the number of repeat missing to all practitioners. be reduced through episodes. improved assessments and Oct 2017 - Revised Tees Missing Children Cleveland Police to ensure action planning; protocol ratified by Tees Strategic VEMT Group; Increased number of workforce accessing they immediately notify the training on Missing procedures. Council when a young The quality of return Nov 2017 - Return interview form available in person has been missing and interviews will improve and test environment in Protocol and form tested by returns home. evidence the factors of why children go missing; Care System Support and VEMT Coordinator. Changes/errors identified and addressed; Service development will be based on analysis of data Dec 2017 - Research relating to effective return extracted from Missing interviews to improve the quality ongoing; Interview processes. Dec 2017 – bespoke training programme content devised and approved for delivery.
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Area for Desired Outcomes Responsible Ref Required Actions Timescale Updates Measure of Success Improvement Officer
10 Use bed and (i) Bed and Breakfast Accommodation will be Service May 2017 Performance data does not indicate that B&B A reduction in the number of days provided breakfast accommodation will only matched to meet Manager accommodation has been used within the last to young people in Bed and Breakfast accommodation for be used for any homeless assessed, individual needs (Safeguarding) twelve months for young people. accommodation. young people only young person when all to ensure that all young as a time-limited last other alternatives have people are safely placed; Process to be explored regarding decision- No young people placed in Bed and resort and only been considered; and in making for any YP who is having B&B Breakfast accommodation since January when a multi-agency such circumstance, the The placement needs of accommodation considered as an option. 2017. risk assessment decision to be informed by young people with reassures the local a multi-agency risk complex and challenging authority that the assessment, authorised by behaviour will be met. young person is safe. the Head of Service and reviewed weekly at care planning panel.
(ii) Homeless Section to Shared risk assessment Service May 2017 Aug 2017 - Discussion with Homeless team Agreed multi-agency risk assessment endorse a multi-agency tool for implementation Manager regarding inclusion within risk assessment for implementation. risk assessment for CYP by all agencies. (Safeguarding) young people. placed in B&B. Homeless will not endorse placement of YP Review of available accommodation for in B&B. homeless young people to be undertaken.
11(a) Ensure that the offer At the second looked after There would be evidence Service Sep 201 Feb 2017 – ensured IROs recorded that 100% of children who would benefit from of an independent review, the IRO to record of support from Manager Independent Visitors were offered where an independent visitor are offered the visitor is the outcome of the independent visitors (Review & appropriate in review documents; service. systematically made discussion regarding the which would enhance the Inspection) to all children looked services of an advocacy services that are Nov 2017 – update to proforma for Child’s after who may independent visitor; and already in place. Convening Record to include a section to add benefit from the to be revisited at each narrative regarding consideration of an service. subsequent review. Independent Visitor; accompanying monitoring data tool developed.
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Area for Desired Outcomes Responsible Ref Required Actions Timescale Updates Measure of Success Improvement Officer
11(b) Increase the Develop a targeted Care leavers achieve and Service Sep 2017 Jun 2017 – commitment for all care leavers to Increased uptake of care leavers gaining opportunities for support pathway for all succeed in their career Manager (LAC receive an interview for council apprenticeships apprenticeships within the local authority; care leavers to care leavers, in aspirations. & Care Leavers) when minimum criteria met; secure places on the partnership with the lead Improved EET figure for Care Leavers. local authority’s for apprenticeships in the Nov 2017 - FFJ senior careers adviser co-located apprenticeship LA; to leaving care service one day week; scheme. All Leaving Care Officers to Feb 2018 – commitment from Corporate be familiar with the Resources given to ring-fence a % of Council Council’s EET offer for apprenticeships for care leavers; numbers to be young people (incl. YEI, determined; FFJ) through internal training sessions; Jan 2018 – new VSH in post to introduce post-16 Secure ring-fenced PEP and quarterly 16+ NEET forum for apprenticeships for care practitioners to track cases; leavers with bespoke packages of support. Feb 2018 – agreement that the Local Offer for Care Leavers will include the Council’s commitment to apprenticeships. 12(a) Ensure that Ensure that the A review of the fixed term Assistant Jun 2017 Dec 2017 - attainment and academic progress of Improved attainment of LAC in KS4 strategies are in attainment of LAC at Key exclusion policies will have Director vulnerable groups including LAC is presented as performance outcomes; place that improve Stage 4 is a key priority of in place agreed strategies (Education) a key priority of the Education Improvement the attainment of the Education to manage exclusion and Partnership, with associated work plans; Reduction in the number of LAC who are children looked after Improvement Partnership. support for LAC; subject to fixed-term exclusions; at key stage 4 and Dec 2017 – agreement secured to relocate the that reduce the All School and Academy Pupil Referral Unit (Archways) and enhance the Improved quality of Personal Education number of children Leaders have a strategic current offer; Plans; looked after who are plan to improve subject to fixed-term attainment of LAC. Dec 2017 – agreement secured to deliver the Increased number of Personal Education exclusions. plan to extend Pathways Special School. Plans completed/reviewed within the agreed timescale.
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Area for Desired Outcomes Responsible Ref Required Actions Timescale Updates Measure of Success Improvement Officer
12(b) Improve the quality Implement training All Looked After Children Assistant Dec 2017 February 2017- Welfare Call implemented as 100% of PEPs completed within statutory and timeliness of associated with the will have a well written, Director new e-PEP system; timescales. personal education introduction of the new effective personal (Education) plans (PEPs). ePEP system; and education plan that fully May 2017 - external consultant commissioned 8th Jan 2018: 82.4% PEPs overdue. strengthen the role of the identifies their needs and to undertake review of quality and timeliness of 2nd March 2018: 37% PEPs overdue. Virtual Head with a leader priorities, to ensure they PEPs and support and challenge educational who will monitor, reach their potential in settings in the completion of PEPs; and a new Sustained and improved quality of PEPs. challenge and improve the respect of their 0.5 FTE post agreed with responsibility for effectiveness of the PEP. educational development quality assuring all PEPs. 2nd March 2018: and achievements. • 51.10% rated Good Feb/ March 2017 - training sessions delivered by • 42.80% rated adequate with some Welfare Call to designated teachers, social areas for improvement. workers and IROs; • 5.95% rated inadequate.
June 2017– newly VSH appointed (with start date agreed as Jan 2018); A quality assurance mechanism introduced by the VSH to raise quality of PEPs and an increase in direct engagement between the VSH and school leads for looked after children put in place Jan 2018.
13 Ensure that Develop and implement a Services managers will be Service Aug 2017 Sep 2017 - monthly screening session of all 100% of LAC cases, where the plan is permanence plans system to effectively track integral to permanency Managers children without permanency plans put in place permanence, will have a clear decision at for all children and monitor permanency tracking and ensure (Safeguarding to ensure that there is no drift or delay on cases. the second review. looked after are plans for all looked after effective and timely and LAC & systematically children. monitoring is in place and Leaving Care) 100% of child plans are reviewed by the IRO tracked and understood by the 2 weeks prior to the second review monitored. workforce; meeting, to ensure early permanence is considered. Effective care planning will be in place and address any drift and delay.
Page 67 of 283 Member Report Annual Governance Statement
Public
To: Cabinet Date: 1 May 2018
From: Corporate Director for Resources Decision type: Executive
Portfolio: Resources Forward Plan reference: Priority: All priorities
Ward(s): All
1 What is the purpose of this report?
1.1 The purpose of the report is to seek the Committee’s approval of the Annual Governance Statement prior to its publication alongside Annual Statement of Accounts.
2 What is the background to this report?
2.1 Governance is a description given to the systems, processes, culture and values by which a Council is directed and controlled. The Council continuously strives to ensure that its governance processes are robust and capable of underpinning the delivery of its services. It is a commitment in our Corporate Plan to provide good quality public services and our approach to delivering good governance is underpinned by our values of:
• Keeping our communities at our heart; • Being bold and ambitious; • Being caring and respectful; and, • delivering our best
2.2 In conjunction with developing and seeking approval of the Council’s annual Statement of Accounts there is a requirement to produce an accompanying Annual Governance Statement. The Annual Governance Statement provides an opportunity to set out our excellent governance work with a focus on three main areas:
• the systems that the Council has in place which provide the Council’s governance arrangements; • a review of the risks that were identified in last year’s Annual Governance Statement, and how the Council has addressed those risks; and, • the identification of the major risks facing the Council moving forward.
2.3 The information contained within the Annual Governance Statement at appendix 1 is a reflection of the robust arrangements in place to govern the Council and demonstrates how they relate to CIPFA’s good practice guidance and International Framework.
Page 68 of 283 2.4 In addition to the Governance Committee and specialist officer groups in place to co- ordinate the day to day work on risk management, information governance and financial governance it is to be noted that the Executive Management Team provides strategic leadership and challenge where necessary to ensure the governance arrangements in the Council are doing what they should. The Corporate Risk Register in particular is considered regularly through the Executive Management Team to ensure the issues of most significance to the borough are being managed appropriately.
3 Who will this benefit and how?
3.1 In order to ensure that the Council is delivering services for its residents in a cost effective, efficient way it is vital to have strong and proportionate governance arrangements in place. The Annual Governance Statement reflects in depth on the processes, systems and values in place to ensure that this is the case.
4 Who have we consulted?
4.1 As an integral part of the annual statement of accounts, the Governance Committee is the decision maker on the Annual Governance Statement, however, the statement is considered by both Cabinet and Scrutiny helping to ensure that it reflects the views of Members from across the political spectrum.
4.2 The timeline for consideration of the Annual Governance Statement this year is as follows:
Date Committee Purpose 13 February Governance Progress update on the production of the 2018 Committee draft statement
25 April 2018 Resources To comment on the draft 2017/18 Annual Scrutiny and Governance Statement. Improvement Committee
1 May 2018 Cabinet To comment on the draft 2017/18 Annual Governance Statement.
29 May 2018 Governance To approve the final 2017/18 Annual Committee Governance Statement for sign off and submission
4.3 The comments received throughout the process will be incorporated into the current draft statement for review and determination by Governance Committee.
5 How will it deliver our priorities and improve our performance?
5.1 Good governance enables the Council to deliver its priorities economically, efficiently and effectively. Identifying the risks to the delivery of its priorities enables the Council to better deal with those risks and to deliver the programme of activity which is designed to increase the economic, social and environmental wellbeing of our communities. The Council seeks continuous improvement in the way in which its Page 69 of 283 functions are exercised. Good governance, and the timely identification and addressing of risks, are important in enabling the Council to deliver its priorities.
6 What are the risks and resource implications?
Type of Applicable? Details Risk/ Implication Health and No Safety
Social Yes The Council fully supports the voluntary and community Value: sector and recognises the important role the sector plays in enabling communities and citizens to thrive. It is committed to ensuring as much of its spending power as possible is recycled locally to support the economy and communities. The principles of our Social Value Charter has are embedded throughout our governance processes.
Legal Yes It is a requirement of the Accounts and Audit Regulations 2015 that the Council publishes an annual statement of internal control. This is the Annual Governance Statement.
Financial Yes There are no direct financial costs associated with the production of the Statement. There is a commitment of officer time. The Statement is published on the Council website, and there are no external costs involved in this.
Human No Resources
Equality and Yes The Annual Governance Statement reflects the Diversity governance systems and controls which the Council has in place to assist in the delivery of its objectives, which are intended to have a positive impact on individuals of all protected characteristics.
Carbon Yes The production of the Statement will not impact upon our Footprint carbon footprint.
Other No (please specify)
6.1 Equality analyses for Cabinet decisions are published alongside the reports in the ‘Cabinet and committee papers section’ of our website at www.redcar-cleveland.gov.uk/decisionmaking and should be read in conjunction with the recommendations in the report.
Page 70 of 283 7 What options have been considered?
7.1 As it is a requirement of the Accounts and Audit Regulations 2015, failure to publish an Annual Governance Statement is a breach of the Accounts and Audit Regulations. As such no other options are available.
8 What is the reason for the recommended option?
8.1 The recommended option enables the Council to produce and publish its Annual Governance Statement in accordance with the requirements contained in the Accounts and Audit Regulations 2015.
9 Recommendations
9.1 It is recommended that:
Through Scrutiny and Cabinet, Members review the draft Annual Governance Statement and provide any comments for consideration by Governance Committee prior to approval of the final version for publication.
10 0BAppendices and further information
10.1 Appendix 1 – Draft Annual Governance Statement
11 Background1B papers
11.1 No background papers other than published works were used in writing this report.
12 Contact officer
12.1 Name: Alison Pearson Position: Governance Manager Address: Redcar and Cleveland Leisure and Community Heart Telephone: 01642 444063 Email: [email protected]
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Redcar and Cleveland Borough
Council
Annual Governance
Statement
April 2017 – March 2018
Page 72 of 283 Introduction
1. Governance is the general description given to the systems, processes, culture and values by which the Council is directed and controlled. CIPFA has developed an International Framework: Good Governance in the Public Sector and defines Governance as follows:
“Governance comprises the arrangements put in place to ensure that the intended outcomes for stakeholders are defined and achieved.”
2. In relation to public services, it further states:
“To deliver good governance in the public sector, both governing bodies and individuals working for public sector entities must try to achieve their entity’s objectives while acting in the public interest at all times. Acting in the public interest implies primary consideration of the benefits for society, which should result in positive outcomes for services users and other stakeholders.”
3. The diagram from the International Framework, below illustrates how the various principles for good governance in the public sector relate to each other. Principles A and B influence the implementation of principles C to G. The diagram also illustrates that good governance is dynamic, and that an entity as a whole should be committed to improving governance on a continuing basis through a process of evaluation and review.
Page 73 of 283 4. The Accounts & Audit Regulations 2015 require the Council to prepare and publish a governance statement on an annual basis. This statement sets out the Council’s commitment to delivering robust governance in line with the principles set out in the International Framework. It provides an overview of the current governance arrangements, sometimes referred to as “the Governance Framework”. It also provides a review of the effectiveness of these arrangements. As part of the statement, the significant risks faced by the Council which were identified in last year’s statement and the manner in which those risks were addressed and recorded are set out, along with the issues which have now been identified as posing significant risks for the coming year.
Scope of Responsibility
5. Redcar & Cleveland Borough Council’s primary purpose is to serve its citizens through an ambitious programme of work which is designed to improve the economic, social and environmental well-being of our communities. It is responsible for ensuring that its business is conducted in accordance with the law and proper standards and that public money is safeguarded, properly accounted for and used economically, efficiently and effectively. The Council also has a duty to constantly seek to secure continuous improvement in the way in which its functions are exercised, having regard to this combination of economy, efficiency and effectiveness. In these challenging economic times, good governance is critical to enable the Council to deliver on its priorities.
6. In discharging its responsibilities, the Council must have in place a sound system of internal control and have proper arrangements for the governance of its affairs. These proper arrangements help the Council to effectively exercise its functions, including the management of its assessed risks.
The Governance Framework
7. The Council believes in the principles of corporate governance: openness & inclusivity, transparency, integrity and accountability. The governance framework includes the activities by which the Council accounts to, engages with and leads the community. This framework enables the Council to monitor the achievement of its strategic objectives and to consider whether those objectives have led to the delivery of appropriate services, thus delivering value for money and helping to deliver our key priorities for the citizens of Redcar & Cleveland.
8. The system of internal control is a significant part of the governance arrangements of the Council, and is designed to manage risk to a reasonable and acceptable level. It cannot eliminate all risk of failure to achieve policy outcomes, aims and objectives and can therefore only provide reasonable and not absolute assurance of effectiveness. The system of internal control is based on an ongoing process designed to identify and prioritise the risks of the Council, to evaluate the likelihood of those risks occurring and the impact they would have, should they occur.
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9. The governance arrangements described in this statement have been in place in the Council for the year ended 31st March 2018 and up to the date of the approval of the 2017/18 Statement of Accounts. The arrangements are set out in sections reflecting the seven principles of CIPFA’s International Framework for Governance.
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A Behaving with integrity, demonstrating strong commitment to ethical values, and respecting the rule of law • Behaving with integrity • Demonstrating strong commitment to ethical values • Respecting the rule of law
The council fosters a culture of behaviour based on shared values, ethical behaviour and good conduct. In developing its new Corporate Plan in 2017, a thorough process involving staff, Members, volunteers and other stakeholders, developed a consensus around the types of behaviours, attitudes and cultures that reflect the way we work to serve our communities. These were defined as:
• Strong communities at our heart – a strong desire to be partners with our communities, working with local people, valuing their contributions, to strengthen our communities and a strong belief in the importance of good public services. • Bold and ambitious – the progress we need to make requires us to be brave and proactive. We are all ambitious for our communities. • Caring and respectful – there is considerable empathy with local people. The desire to care for vulnerable people is strong, as is the importance of valuing people. • Delivering our best – the desire to strive for improvement, all the time, is powerful.
In addition to the Council’s values which underpin all aspects of the Council’s work, a Code of Conduct for both Members and Officers and a Protocol on Member / Officer Relations are included in the Council’s Constitution, together with additional guidance on the use of Information Technology and specific matters such as planning.
For both Members and Officers, a register of interests and declarations of Gifts & Hospitality is maintained. A Code of Conduct exists and was revised in the light of the changes to the standards regime brought about by the Localism Act 2011. Clear procedures are in place to deal with any breaches or alleged breaches. Oversight of this rests with the Governance Committee.
Human Resources policies are regularly updated through the Council’s Personnel and General Purposes Committee.
The Council has a whistleblowing policy and an anti-fraud, bribery & corruption policy (which includes a fraud response plan). Both policies have been presented to Governance Committee for their endorsement. The Whistleblowing Policy was updated in 2017 and endorsed by the Governance Committee at its meeting in September 2017. Various fraud bulletins and alerts are published on the Council’s Intranet for staff awareness. In addition, the Audit & Assurance Service continues to have a member of staff whose main focus is counter fraud work.
The Council appoints a Monitoring Officer who is also a member of the Executive Management team. The Monitoring Officer ensures that decisions are taken in a lawful and fair way, agreed procedures are followed and all applicable statutes, regulations and procedure rules are complied with. Measures are in place for dealing with breaches of
Page 76 of 283 legal and regulatory powers.
The Chief Finance Officer ensures that decision making in respect of financial matters is lawful and financially prudent and that all statutory financial reporting duties are complied with.
The Council supports statutory officers as well as other key post holders and elected members to fulfil their responsibilities within legislative and regulatory requirements.
The constitution is regularly reviewed and updated to reflect legislative changes.
Page 77 of 283 B Ensuring openness and comprehensive stakeholder engagement • Openness • Engaging comprehensively with institutional stakeholders • Engaging stakeholders effectively, including individual citizens and service users The Council operates a system of Executive Arrangements with a strong leader and Cabinet model. The current Cabinet comprises eight Members, including the Leader. The constitution identifies the scheme of delegation with Cabinet being the key decision making body.
All decision-making reports consider legal, financial, equality, and environmental implications and a comprehensive corporate clearance process is in place to manage the quality of decision-making documentation. Recommendations are evidence-based and include an evaluation of available options.
Structured work programmes and agendas are linked to priorities. Sufficient lead-in time is allowed to enable consultation and briefings on key issues to be undertaken well in advance of actual decision making.
In line with its values of openness, fairness and accountability, the Council’s Forward Plan is published on the website. It contains details of key and confidential decisions to be made by the Council and Cabinet. Agendas, reports and minutes of all key Council meetings are published on the Council website.
Key to our organisational culture is “Valuing our People.” Staff at all levels are engaged in key strategic activities, including their involvement in feeding ideas into the Shaping our Future programme and budget reductions. Regular communication with all staff is facilitated through the bulletin – ‘Building a Better Borough’ (BBB).
We use various means of consultation and engagement with our communities, stakeholder and partners, including periodic residents’ surveys, to help us ensure our services meet local needs, and to help deliver the change in culture necessary to deliver Shaping our Future aspirations, for example helping the community do more for themselves.
A community capacity building strategy and action framework, ‘Working Together’, has been adopted and sets out a common approach to working with and involving communities to unlock potential and increase confidence and resilience.
The Council’s ‘This is Redcar & Cleveland’ residents’ magazine is delivered quarterly to all households in the Borough and continues to be an effective and inclusive way for the Council to disseminate information about its services to all its residents. The Annual Report, sent to all households at the same time as the Council Tax bill, allows residents to see what we have done for them in return for their contribution.
The Council continues to develop its online presence in terms of developing a new website and increasing its engagement on social media sites. This will improve people’s ability to interact with the Council online and identify new ways of working with the community through digital communications.
Page 78 of 283 C Defining outcomes in terms of sustainable economic, social, and environmental benefits • Defining outcomes • Sustainable economic, social and environmental benefits
The Council has a clearly articulated vision which was developed through a process to refresh the Council’s Council Corporate Plan and was agreed in October 2017.
‘A flourishing future forged from a proud past.’
The Plan was established from contributions from Members, Service teams, partners and local people and defines the outcomes which the Council considers to be the most important for delivering sustainable improvement in the Borough and contributing to improving the overall wellbeing of the Borough, namely:
• Strong and Confident Communities; • Prosperity for all; • A brighter future for our children; • Longer and Healthier lives; • Attractive and vibrant places; • Good connections; • Clean and safe environment; • Enriching lives through culture and sport; • Improving the way we work.
Together with a clear delivery plan, the Corporate Plan serves as the control document for managing the performance of services across all Directorates.
Through its priorities of ‘prosperity for all’ and ‘improving the way we work’, the Council recognises the importance of forging strong partnerships across all sectors and releasing the economic potential in the borough and the wider region as well as recognising the opportunities available to the Tees Valley through the devolution of significant powers and funding from Government.
The Shaping Our Future programme which was introduced in direct response to government austerity measures is now well established and continues to be the means through which the Council proactively seeks to improve outcomes for the borough’s residents and deliver economic growth with a reduced budget.
The approach to Shaping Our Future has been to design and deliver a series of cross- cutting reviews, developed around a series of themes and associated outcomes, rather than by individual service area. These reviews have covered all areas of Council provision either directly or indirectly. Reviews are outcome-based, focussing on the delivery of key organisational priorities In undertaking the outcome based reviews the Council seeks to ensure a number of underpinning principles are upheld:
• Remaining focused on our priorities; • Protecting vulnerable people in our communities;
Page 79 of 283 • Concentrating on the delivery of front-line services; • Minimising the impact on job losses; • A focus on the delivery of social value; • To deepen our approach to partnership, joint working and collaboration.
Recognising the importance of putting the wellbeing of residents at the centre of its planning and the importance of partnerships in achieving effective value for money services, the Health & Wellbeing Board sits at the heart of collaborative working between the Council and partners. The corporate planning framework connects the Council’s priorities and those of the Health & Wellbeing Board as set out in the Health & Wellbeing Strategy.
Set out within the corporate plan is a basket of key indicators which enables the Council to measure the overall health and wellbeing of the borough. Whilst some of the measures are not directly within the control of the Council, its actions, combined with those of its partners, aim to influence them in a positive way.
The basket of key indicators cover the major aspects about the Borough’s economic situation, the quality of care experienced by our most vulnerable people, and an indication over time of how successful the Council and its partners has been in influencing the growth agenda. Performance in relation to these key measures is reported annually and gives an indication of the health of the borough. This informs future corporate planning and policy decisions of the Council.
The Council fully supports the voluntary and community sector and recognises the important role the sector plays in local communities. The Council’s commitment to the sector is evident within Shaping Our Future, as the Council has adopted a Social Value Charter, so that as much of the Council’s spending is recycled locally to support the economy and communities.
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D Determining the interventions necessary to optimize the achievement of the intended outcomes • Determining interventions • Planning interventions • Optimizing achievement of intended outcomes
All Councillors meet together as the Council to agree key policy decisions and to set the budget. The “Executive” is that part of the Council which is responsible for most of the in- year decisions. Under the Council’s arrangements, the Executive is made up of a Cabinet which includes the Leader of the Council and seven elected members who are appointed by the Leader and allocated a portfolio to deliver. All meetings are open to the public except when personal or confidential matters are being discussed.
A Constitution, with a scheme of delegation, sets out how the Council operates, how decisions are made, and the procedures which are followed to ensure that these are efficient, transparent and accountable. The Constitution sets out the terms of reference for the relevant Cabinet portfolios and supporting committee structure, including Scrutiny & Improvement functions, Governance arrangements and Regulatory requirements.
A corporate performance framework enables progress and performance indicators to be monitored, analysed, reported and reviewed. Delivery against the corporate plan outcomes is monitored regularly and reported to elected members on a quarterly basis.
The Corporate Plan is supported by a suite of other strategic planning documents: Our People, Our Money, Our Technology and Our Property.
“Our People” - sets out how the Council will ensure it has an appropriately skilled workforce to deliver its key priorities.
“Our Money” - provides a long term view of financial planning until 2022. This ensures that our Medium Term Financial Plan has a strong cross council focus and provides the resources to deliver our priorities. Our Money focuses on finances, both revenue (short term needs) and capital (long term needs) for the next five years (the medium term). The objectives are to support the Council’s corporate planning process by identifying and maximising available resources, supporting the delivery of our priorities and ensuring that all resources are effectively managed making best use of them to deliver value for money for residents, local businesses, visitors and staff.
“Our Property” is the Council’s plan for the management of its asset base with the aim of stimulating regeneration and generating capital returns where necessary. It provides the framework to enable the Council to release surplus assets to the market in a managed way to maximise capital receipts, which are then reinvested into Economic Growth. The efficient and effective use of assets is a specific theme within Shaping Our Future phase 3.
“Our Technology” is the Information Technology Service’s strategic planning document. It outlines for a rolling five year period how the service will plan to support the vision of enabling staff and Members to work effectively and efficiently to deliver services to residents and businesses, and how this will support the delivery of the Council’s objective. The efficient and effective use of IT is a specific theme within Shaping Our Future 3.
Page 81 of 283 E Developing the Council’s capacity, including the capability of its leadership and the individuals within it • Developing the entity’s capacity • Developing the entity’s leadership • Developing the capability of individuals within the organisation.
The Council currently comprises of 59 elected members representing the 22 Wards that make up the Borough of Redcar & Cleveland.
Elected members are democratically accountable to the residents, and are elected every four years. Elected members have an overriding duty to the whole community, and a special duty to their constituents. They have a responsibility to ensure the Council is properly managed, and to maintain proper standards of behaviour.
A structured Induction and Member Development programme has been in place for a number of years. The induction reflects the needs and wishes of elected members and was developed with their input. Elected Members are also regularly provided with briefings which keep them aware of pertinent issues in local government and the local area Opportunities to access on-line training are provided, and there are regular briefings at directorate level. Specific training is also provided for those elected members serving on committees with quasi-judicial responsibilities, i.e. regulatory and personnel functions.
Cabinet Members are each assigned portfolios of responsibility and receive support, advice and information from Officers, through specific briefings.
The Chief Executive is the Head of Paid Service, and is assisted by chief officers (Corporate & Service Directors) who lead the Council’s Directorates – collectively known as “Executive Management Team” (EMT). Each Directorate has a number of teams within it with the heads of those teams (Assistant Directors) reporting directly to the Director. Officers provide help and advice to elected Members and residents, and they implement decisions of the Council, managing the day to day delivery of its services.
The Chief Financial Officer leads the Council’s annual development of the Council’s Medium Term Financial Strategy and plans. The officer takes responsibility for co- ordinating annual budgets with all Directors of the Council and the Chief Executive before their formal agreement and adoption by Cabinet and Council. This ensures resources are appropriately allocated through a balanced and fully-funded budget.
The Chief Financial Officer prepares and publishes an annual Statement of Financial Accounts which conforms to all statutory and professional requirements, codes of practice and timescales.
The Council’s appointed external auditor is Mazars. Mazars publish an Annual Audit Letter on the completion of their audit which follows the end of the financial year.
The Council considers workforce planning and development to be critical to its success and, as part of ‘Our People’, has developed ‘On Track for our Future’ which outlines the Council’s staff support and development programme. This is complemented by a regularly refreshed e-Learning package for staff. The workforce development programme focuses
Page 82 of 283 on Leadership Development; Management Development; Growing our Own Talent; Job Competencies; and Addressing Skill Gaps. Within the Leadership Development programme there is an emphasis on a ‘one team’ culture which builds a spirit of mutual support and co-operation.
The Council has an award winning apprenticeship scheme which has ensured that we are ‘growing our own’ and building capacity whilst providing much needed works experience and qualifications for young unemployed people in our borough.
The Council firmly believes that the development, participation and motivation of staff are critical to its success. Culture, values and leadership behaviour all have a major influence on the quality of staff contribution and on the achievements to which individuals and teams can aspire. The approach to valuing our people is ambitious and comprehensive and is intended to enable the Council to succeed as a vibrant, dynamic, high performing organisation.
The Council’s achievement in this area has been recognised with repeat accreditations of Investors in People gold standard.
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F Managing risks and performance through robust internal control and strong public financial management • Managing risk • Managing performance • Effective Overview and Scrutiny • Robust internal control • Managing Data
The authority’s financial management arrangements conform to the governance requirements of the CIPFA Statement on the Role of the Chief Financial Officer in Local Government (2010), and the Accounts & Audit Regulations 2015.
There are clearly established capital expenditure guidelines and formal project management disciplines in place for investment projects. The capital programme is a major source of investment in the Council’s services. The programme is constructed in individual spending themes which link to Shaping Our Future and which go to support the Council’s top priorities. The programme is managed by the Capital Programme Group and Board which ensures that projects are only commissioned and capital resources only committed to them when the expected outcomes link clearly to the Council’s priorities and to the service planning process. All requests to the Capital Programme Group are scrutinised by Chief Officers and the Chief Financial Officer, to ensure they represent value for money and will deliver key project outcomes. Additionally, checks are made to ensure that any capital expenditure meets the relevant accounting standards, and that the revenue costs of any borrowing are factored into the medium term financial plan.
Comprehensive and robust budgeting and reporting systems are in operation. This includes regular reporting of actual positions against approved budgets with year-end forecasts, with relevant performance information, including action plans to Cabinet, Scrutiny and Governance Committees. All budgets are risk-assessed, with additional support is provided in identified key areas. Budgets are monitored centrally with a clear format for reporting the quarterly financial position to the Executive Management Team and elected members.
EMT regularly develops new policy, reviews and challenges performance, leads on service improvements and develops partnership opportunities to help the Council deliver as effectively as possible. EMT makes recommendations to Cabinet and Borough Council, the key decision-making bodies. EMT monitors the use of resources and makes sure the Council stays on track both in terms of priorities and spending.
Directorate Management Teams (DMTs) meet regularly to manage delivery of the services within the Directorates’ remit and take responsibility for ensuring their relevant financial and performance targets are met. Quarterly Directorate performance reports are prepared for Executive Management Team identifying progress against agreed performance outcomes, targets and measures, and highlighting any areas of concern where intervention or support from other areas of the Council may be required. These are clearly corporate priorities.
Page 84 of 283 This performance framework and accountability flows into team meetings and the appraisal process where staff can understand their roles in meeting the Council’s key targets and objectives.
Scrutiny holds the Executive to account through its power of ‘call in’. In the Scrutiny & Improvement Committees, elected members review progress against objectives through discussion with Cabinet Members and through quarterly monitoring of financial and performance information. This improves decisions and outcomes. These Committees manage their work to enable them to look in more detail at individual topics, making recommendations to Cabinet or Council as appropriate.
Scrutiny & Improvement Committees are aligned with the Council’s Directorate functions to ensure that scrutiny arrangements:
• are aligned to the Council’s priorities as they emerge and develop over time; • are assimilated into the actual on-going work of the Council; • provide elected Members with purposeful roles which contribute to improving the work of the Council for the benefit of citizens; • create opportunities to share and develop the opinions and activities of elected members, to improve the quality of decision making; • provide opportunities for elected members and officers to develop new skills that will enable them to operate effectively in a political/democratic environment; • enable the scrutiny arrangements to effectively hold the Executive to account.
Joint Scrutiny Committee arrangements are also in place, with neighbouring authorities to provide oversight and accountability reflecting more collaborative approaches to service design and delivery, particularly in relation to health matters, and the key functions of the Tees Valley Combined Authority.
The Governance Committee is tasked with ensuring, amongst other things, good stewardship of the Council’s resources and promoting proper internal control by reviewing the Council’s control systems and monitoring its compliance with legislation, relevant standards, codes of practice and policies.
The Regulatory Committee - whose roles and remits are set out in the Constitution of the Council have delegated powers to discharge some of the statutory functions of the Council.
The decision making process benefits from a robust approach to managing risk and identifying accountability. The Council has in place a Risk Management Framework which is supported and monitored by the Risk Management Group. The Group is chaired by the Corporate Director for Resources and comprises officers from across the Council including representatives from HR, Finance and Audit & Assurance. The Group considers various items of risk with the intention of identifying and seeking proactive remedial action for areas of concern.
The Corporate Risk Register is reviewed, updated and challenged regularly and presented to the Executive Management Team quarterly and Governance Committee on a six monthly basis with this process being well embedded. The Risk & Opportunity Management Strategy and supporting documentation are reviewed on an annual basis to
Page 85 of 283 ensure they remain fit for purpose and the use of a Risk Management timeline ensures that risks are reviewed across the Council in a consistent manner.
Directorate and corporate risk registers are reviewed at Directorate and Executive Management Team level and capture the potential risks facing the Council and the Directorates. They provide for action plans to be drafted and progress against such plans to be monitored. The risk management process is subject to ongoing review within the Council with the intention of further improving the process of identifying, detailing and monitoring risks so as to ensure an improved Council wide approach that better supports managers in managing any risks to achieving their objectives. The audit and risk management system has been implemented for risk and allows the Council. Via the Audit & Assurance team to become more involved in the identification, profiling and assurance of individual risks. The system allows for real time updating with the risk owners which will enable improved linkages between corporate and directorate risks and internal audit work.
The Council has a well-established complaints and compliments procedure. The procedure is supported by individual policies which deal with specific areas, such as Adult Social Care and Children’s Social Care. Each Directorate has a resource dedicated to dealing with matters referred to them through this procedure, and residents can access the process on-line, in person at Council buildings, by telephone and/or by letter. Reports which analyse complaints and compliments, and lessons learned, are received regularly by the Directorate and Executive Management Teams.
The Council maintains a strong Information and Communication Technology (ICT) infrastructure. All Information Governance and Security policies and procedures are published on the Council intranet. Dedicated training and communications strategies and plans are in place to promote these amongst staff and other 3rd party IT users. The Audit and Assurance Plan includes resource allocations to ensure compliance is reviewed and where necessary recommendations for improvements reported.
There are formal arrangements in place for Business Continuity Management (including ICT Disaster Recovery) to enable services to be maintained to citizens in the event of a major incident
The Information Governance Group supports the embedding of the Information Governance Policy Framework and a consistent approach to the management of information risks across the Council. This group is chaired by the Senior Risk Information Owner (SIRO) who is the Assistant Director for Governance & Monitoring Officer and membership includes the Council’s Caldicott Guardian1, a role which is held by a Senior Manager in the Adults & Communities Directorate who covers both information sharing and safeguarding for both adults and children’s. Together with governance champions and experts from all directorates, the Group ensures that the Information Governance Policy Framework is up to date with relevant legislation and is followed by all Council services.
These group members take direct roles in the integration of external standards and changes into Council policy and procedures, the delivery of training and awareness-raising sessions for staff, coordination and management of information security incident
1 Caldicott Guardian - a senior person responsible for protecting the confidentiality of patient and service- user information and enabling appropriate information-sharing
Page 86 of 283 procedures, and providing guidance and advice on information management projects and practices. The group is driving forward the changes that are required to ensure the Council meets the challenges and achieves compliance with the new requirements of the General Data Protection Regulations, which will be implemented in May 2018.
The Audit and Assurance Service includes health and safety assurance officers who oversee the Council’s health and safety governance framework. This Service publishes and reviews the corporate health & safety policy, and undertakes health and safety audits. Health and Safety is regularly considered at Executive Management Team and Directorate Management Teams level and elected member level through the Governance Committee and the Health and Safety Advisory Group with regular update reports provided and interventions made where necessary. The Council promotes safe working practices and environments through a range of means including targeted campaigns within the workforce. The Policy takes account of any recent HSE2 guidance relating to the management of health & safety and sets out the key roles and responsibilities of staff across the Council.
To further strengthen these arrangements, the Council has a number of groups whose role it is to drive improvements in corporate governance:
• Risk Management - chaired by the Corporate Director for Resources; • Information Governance - chaired by the Assistant Director Governance & Monitoring Officer; • Financial Governance - chaired by the Corporate Director for Resources; • Safeguarding - chaired by the Corporate Director for Children & Families.
These cross functional working groups form an integral part of the Council’s corporate governance arrangements, they are the means by which the Council can demonstrate and ensure that matters of risk and performance are highlighted and discussed at an appropriate level with remedial action agreed where and when appropriate. They offer the scope to become ‘expert’ groups, providing advice to senior managers and Directorate Management Teams, including benchmarking against the wider Local Government sector, in a particular field, or an area of interest. This information aids Assistant Directors in the completion of their reports for Performance Directorate Management Teams and Performance Executive Management Team.
2 HSE – Health & Safety Executive
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G Implementing good practices in transparency, reporting, and audit to deliver effective accountability • Implementing good practice in transparency • Implementing good practices in reporting • Assurance and effective accountability
The Council has an Audit & Assurance Service which comprises the Council’s internal audit and which operates to the Public Sector Internal Auditing Standards (PSIAS). The work of internal audit is carried out according to the Internal Audit Charter. Internal audit findings are reported to the Governance Committee which fulfils the core functions as identified in the CIPFA’S publication “Audit Committees – Practical Guidance for Local Government”. An annual self-assessment of internal audit against the PSIAS is prepared each year and submitted to the Governance Committee as part of the Annual Internal Audit report. The Audit & Assurance Service also provides internal audit services, through a shared service with a neighbouring local authority, thus providing an audit service that adds value and provides better outcomes to the two participating Councils. The integrated Audit & Assurance Service combines internal audit, risk management/insurance, and health & safety into one team to provide coordinated assurance to the Council’s Management and its Governance Committee on its governance, control and risk management framework.
In addition to its own self assessments, the Council welcomes external reviews and inspections from regulatory bodies and monitors the implementation of any recommended actions through its established performance management framework.
The Council is committed to openness and transparency. The Council publishes on its website details of invoices paid which total more than £500, and the equivalent amounts on corporate purchase cards. The Council regularly reviews its approach to ensure compliance with the Local Authority Transparency Code.
Page 88 of 283 Review of Effectiveness
10. The Council has responsibility for conducting, at least annually, a review of the effectiveness of its governance framework including the system of internal control. The review is informed by the work of Scrutiny & Improvement committees, Chief Executive, Directors and Assistant Directors within the Council who have responsibility for the development and maintenance of the governance arrangements, the Audit & Assurance Manager’s annual report, and also by outcomes from external audit reports and other review agencies and inspectorates.
11. The Council is currently undertaking a governance review, with particular focus being given to ensuring that the decision making arrangements are as robust as possible. There is also a Local Government Boundary Commission for England electoral review taking place has confirmed the Council size is appropriate but has recommended changes to the pattern of wards.
12. The processes that have been applied and the means by which the effectiveness of the governance framework is maintained and reviewed include:
• The Scrutiny & Improvement Committees recommend updates and changes to the Constitution, and these will be overseen by the Governance committee. The Monitoring Officer reports to the Governance Committee any changes to the Constitution which they have found necessary to make;
• Scrutiny, through its Resources Scrutiny & Improvement Committee, can “call in” decisions which have been made but not yet implemented, to enable them to consider whether the decision is appropriate and properly made;
• Through its Governance Committee, and the Cabinet, the Council is able to review the organisation of the Council and its internal structures, and is able to monitor any actions which are identified as being necessary to address any issues;
• The Council’s Governance Committee has delegated responsibility for reviewing the adequacy of internal controls, validating the Internal Audit Annual Plan, monitoring the performance of internal audit, accepting the external audit plan, agreeing the Annual Governance Statement and approving the annual Statement of Accounts;
• The Audit & Assurance Service is responsible for monitoring and reporting on the quality and effectiveness of internal control. The content of the Annual Audit & Assurance Plan is based on the Council’s corporate risk register, consultation with Directorate Management Teams, national and local risks and areas where issues have previously been identified. The Audit & Assurance Plan is subject to consultation with EMT and the Governance Committee. The reporting process requires a report of each audit to be submitted to the relevant Director and Assistant Directors, including recommendations for improvement, with management responses and an action plan for implementation. A review of agreed recommendations is undertaken to ensure they are acted upon, with the
Page 89 of 283 Risk Management Group monitoring progress. Outstanding actions or difficulties are reported to EMT by exception;
• The Audit & Assurance Service is subject to a yearly assessment by the Council’s external auditors who assure, by assessment, the work undertaken by the internal auditors;
• An internal assessment of the Audit & Assurance Service based on a self- assessment against the Public Service Internal Audit Standards is conducted each year;
• An annual report by the Audit & Assurance Manager is prepared and reported annually. The overall opinion of the Audit and Assurance Manager on the controls operating in the Council is that they provide ‘Good Assurance’. This opinion is based on the work performed by the internal audit and assurance team during the year 2016/17 and no reliance was placed on the work of other assurance bodies in reaching this opinion;
• The annual budget is monitored through a monthly cycle of financial monitoring and reporting, initially to DMTs and then subsequently to EMT before onward transmission to Cabinet;
• Each directorate regularly reviews its own risk registers at team and directorate level. Risks with a high residual value are included within the Corporate Risk Register which is reviewed quarterly by EMT, and monitored by the Risk Management Group;
• Progress and issues arising in relation to all aspects of corporate governance are routinely reported to EMT through performance meetings at directorate and corporate level. These reports are presented quarterly and at other times outside this cycle as necessary. Performance reports for each directorate are also reviewed by Cabinet and Scrutiny & Improvement committees;
• The Chief Finance Officer keeps the financial performance of the Council and each directorate under constant review and if necessary, is able to intervene in the financial affairs of any given directorate, including the placing of temporary finance representatives within a directorate to instil financial probity and address emerging issues. This ensures financial compliance with the Council’s main business project, Shaping Our Future. No such action has been necessary in the last 12 months;
• Across the Council, capacity building, training and a disciplined approach to budget management have delivered efficiencies. Rigorous financial management has been introduced at every level, with support from financial services. Budgets are managed more accurately, with frontline managers taking responsibility for service quality and financial delivery;
• The Council’s 2017/18 Net Revenue Budget of £104.838 million has been delivered; with an anticipated breakeven position for the financial year.
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• The Council strives to manage its business in a legally sound way, this is reflected in the fact there have not been any adverse judicial judgments against the Council in the last year.
Risks identified for 2017/18 and progress
13. The significant risks to the Council, which were identified in last year’s Annual Governance Statement, are set out below along with a summary of the actions that have been taken to address those risks.
Risk identified for 2017/18 Progress update Standard of Education – The National performance tables show concern with a achievement and progress of number of secondary schools. Three are below the young people at the end of Key floor standard expected nationally. Stage 4 (aged 16yrs) is unacceptably low and as a result The Director of Children’s Service, Lead Member for the risk of more schools and Education and Head of Education have met with the academies being categorised by Chair of Governors and Heads of Laurence Jackson Ofsted as less than good is high. and Huntcliff to discuss their plans for ensuring that The Council expects all schools the schools improve and are above floor standards in and academies to be judged 2018. 'Good' or better to provide excellent education for Children The Leader of the Council, the Director of Children’s and Young People and the Best Service, Lead Member for Education and Head of Start in Life. If schools/academies Education have met with the National School are not good they may be forced Commissioner to demand action on improvements to to academise or become part of standards at Hillsview Academy which is part of larger multi academy trust Academies Enterprise Trust. The National School removing their governance from Commissioner is taking personal oversight of the local community. Poor improvements needed at the Academy and is now education presents a risk to the chairing a School Improvement Board. The LA Head future prosperity of the borough of Education now sits on this board. and may dissuade families from moving to the area. The Council continues to work alongside the Education Improvement Partnership (EIP) and with the newly formed Sub-Regional School Improvement Board to broker support and challenge to secondary schools in meeting the key priorities.
EIP has presented progress reports to Children and Families Scrutiny and Improvement Committee and highlighted concerns with not only educational attainment but issues with emotional and mental well- being; inclusion and support for young people with Social, Emotional and Mental welfare and Disabilities.
Concern continues with the high level of Fixed Term
Page 91 of 283 Exclusions and Permanent Exclusions. The Director for Children and Families and Head of Education have raised these concerns with EIP and with the Regional School Commissioner and Ofsted HMI. The Regional Head of Ofsted has written to all ten Heads to raise her concern with the high levels of exclusion. A meeting between EIP and Ofsted will take place in May 2018 to explore this concern.
Currently out of ten secondary schools and academies three are rated ‘outstanding’ (Outwood Bydales, Sacred Heart and Nunthorpe Academy); two are rated ‘good’ ( Huntcliff and Freebrough); one is judged as ‘Requires Improvement’ (Laurence Jackson School) and two are judged as ‘Inadequate’(St Peters and Hillsview). Rye Hills and Redcar Academy are new Academies and are yet to be inspected.
All primary schools are judged to be good or better with the exception of Lingdale (Requires Improvement) and Handale (Requires Improvement). St Benedicts awaits inspection as a new Academy.
All Special Schools are at least ‘good’ although we await reports from Ofsted on Pathways and Archway.
The achievement of and progress of young people at the end of Key Stage 4 remains a key risk for the Council and is identified as such within the risks identified for 2018/19.
Quality of Adult Care - Failure to Maintaining the quality of care continues to be an ensure that the quality of care is ongoing challenge due to the inherent nature of the maintained within the care market. In the past year the service has commissioned residential care restructured creating a new Safe Care Team to focus homes and Domiciliary care specifically on ensuring the quality of care is support arrangements to ensure improved. The Council continues to be a part of the vulnerable adults are kept from Teeswide Safeguarding Adults Board, which ensure harm and protected from risk and safeguarding procedures and practice are abuse which could result in a consistently applied across Tees. Safeguarding serious injury or death of some activity remains relatively constant to previous years. individual. In terms of Care Quality Commission ratings of care providers within the Borough the Council currently sits second in the table in the North East in the proportion of providers rated as either Outstanding or Good.
Page 92 of 283 Cyber Security - Failure to A series of measure have been implemented to protect the Council network from protect the Council network attacks that may result in external and internal attacks a loss of service. which could lead to a loss of service for a period of time to our The Council has reviewed and updated its servers to citizens resulting in damage to ensure they offer the maximum possible protection reputation and financial and continues to review requirements on a regular consequences. basis.
Checks are in place to identify any devices that have been inactive for a period of 90 days so that they can be disabled and a programme of awareness raising has taken place to ensure that desktops and laptops are restarted on a regular basis enabling them to be updated with the latest software releases.
USB lockdown software is now installed on all new builds and has been rolled out to 30% of the IT estate to be completed by Aug 2018.
In relation to cyber threats via email, additional features within Office 365 are to be utilised to further strengthen our levels of protection.
Living Wage Terms and In terms of the Living Wage, the Council introduced a Conditions - There are a number wage supplement in 2013 which, in recent years, has of matters regarding the terms been paid at a level to match the rate of the Living and conditions of staff and/or the Wage Foundation’s National Living Wage. From April staff of sub-contractors which 2018 this will be £8.75 per hour. Annual uplifts to this could potentially have a rate have been included within budget forecasts and significant financial impact on the accommodated accordingly, so do not present as a Council. These issues include, for financial risk. The national pay award for 2018/19 example, potential accreditation which is under negotiation is anticipated to include as a Living Wage employer, the significant increases for lower-graded posts, which impact of case law regarding will address issues of wage differentials that have entitlement to additional holiday been impacted by introduction of the Council’s own where additional hours have been supplement. worked, and issues relating to the Working Time Directive/National Clarification of the law in respect of the national Minimum Wage in respect of care minimum wage and entitlement to payment in terms workers’ travel time. of sleep-in shift and travelling time has meant that suppliers have had to address associated issues. In that regard, the Council signed up to the Unison Ethical Care Charter which promotes good terms and conditions of work for care staff, good wages and working conditions. The financial arrangements agreed with external contractors mean that they are provided with sufficient resource to meet these requirements.
Page 93 of 283 Internally, payroll/HR systems are being updated to provide automatic calculation of additional annual leave entitlement that may occur in some circumstances where staff undertaken additional work on a regular basis.
Risks identified for 2018/19
14. We continue to monitor risks, which involves careful scrutiny of information provided by each of the Council’s Directorates and information provided by the Council’s partners. The Council’s Corporate Risk Register was inspected and reviewed, and the views of the Chief Executive, Directors, Officers, and the Audit & Assurance Manager were sought.
15. Through our processes for identifying and mitigating risks, our three key risks are:
• Risk 1; Standards of Children’s Secondary Education: Should the standard of secondary education in the Borough's schools and academies fail to meet (and be assessed by the Department for Education as failing to meet) the national floor standard, then the quality of education provided to children will not be adequate. This will potential affect these children’s future welfare and prosperity. In addition there may be a reputational impact which could dissuade families from relocating in the borough, affecting the local economy.
• Risk 2; Compliance with Health & Safety Controls: Failure to ensure compliance with the Council’s robust Health & Safety Control Framework could result in an incident that brings harm to individuals, financial loss, legal action and reputational damage. A key aspect of this relates to the potential risks arising from ensuring that the ongoing maintenance of our buildings & premises are resourced appropriately and actioned timely.
• Risk 3; Children’s Social Care Funding Pressures: Demand for children’s social care support has placed great pressures on available funding and resources. The statutory requirement to effectively safeguard children and young people must take a high priority in service delivery choices, which is difficult given the competing pressures faced in recruiting and retained skilled and qualified Social Workers.
Page 94 of 283 Statement of assurance
16. We are satisfied that this statement accurately reflects our review of effectiveness and identifies the major risks facing the authority in the coming year. Our effectiveness in mitigating these risks will be monitored as part of our next annual review.
Signatures
...... Leader of the Council Councillor Sue Jeffrey
...... Amanda Skelton Chief Executive
Page 95 of 283 Member Report Resources Quarter 4 Performance - 2017/18
Public
To: Cabinet Date: 1 May 2018
From: Corporate Director for Resources Decision type: Executive
Portfolio: Resources Forward Plan reference: n/a Priority: Improving the way we work
Ward(s): All
1 What is the purpose of this report?
1.1 To provide an overview of the progress towards delivering Resources priorities and outcomes for the 4th Quarter of the 2017/18 financial year.
2 What is the background to this report?
2.1 The report reflects what the Council has achieved from October 2017 to March 2018 in relation to the three service areas in the Resources Directorate:
• Financial Services; • Organisational Change; • Democracy & Governance.
2.2 The report provides an overview of the financial position of Resources, HR issues and future risks that have been identified.
2.3 The Resources performance report sets out how we intend to deliver a range of outcomes for the benefit of the Borough and local people. It focuses on the delivery of the agreed outcomes in the Shaping our Future programme.
3 Who will this benefit and how?
3.1 The key activities contained within the Corporate Plan ensure that the Council is focusing on its priorities and the delivery of services for citizens. The plan contains numerous actions to protect vulnerable people and to aid investment and growth in the Borough. This performance report focuses on the Resources element.
4 Who have we consulted?
4.1 The Resources Scrutiny & Improvement Committee considers performance reports on a quarterly basis so that they can scrutinise and challenge the Resource’s Directorate performance.
Page 96 of 283 5 How will it deliver our priorities and improve our performance?
5.1 The Corporate Plan articulates what the Council plans to do to deliver the improved outcomes for its residents and enables us to identify what we have achieved, what we still need to do and what difference we are making. It cuts across all the Council’s priorities. Resources play a key part in the delivery of most of the Council’s priorities and look to do so by ensuring we stick to our values of:
• Keeping Communities at our Heart; • Bold and Ambitious; • Caring and Respectful; • Delivering our Best.
6 What are the risks and resource implications?
Type of Applicable? Details Risk/ Implication Health and Yes Details of aspects of the Council’s approach to Health & Safety Safety, alongside the performance of Resources are detailed in Appendix 1
Social Yes Details of aspects of the Council’s approach to Health & Value: Safety, alongside the performance of Resources are detailed in Appendix 1
Legal No
Financial Yes Details of aspects of the Council’s and Resources performance are detailed in Appendix 1 . Human Yes Details of aspects of the Council’s and Resources Resources performance are detailed in Appendix 1
Equality and Yes Appendix 1 sets out progress against the delivery of Diversity objectives and actions, which sets out how the Council will deliver improved outcomes for its residents and communities.
Carbon Yes Details of aspects of the Council’s and Resources Footprint performance are detailed in Appendix 1
Other No (please specify)
6.1 Equality analyses for Cabinet decisions are published alongside the reports in the ‘Cabinet and committee papers section’ of our website at www.redcar- cleveland.gov.uk/decisionmaking and should be read in conjunction with the recommendations in the report.
Page 97 of 283 7 What options have been considered?
7.1 The report presents the current picture in terms of performance and as such there are no options to consider
8 What is the reason for the recommended option?
8.1 The information in the report provides a summary of Resources performance
9 Recommendations
9.1 It is recommended that Cabinet notes the Resources performance for the 4th quarter of 2017/18.
10 0BAppendices and further information
10.1 Appendix 1- Resources Strategic Performance: 4th Quarter 2017/18.
11 Background1B papers
11.1 No background papers other than published works were used in writing this report.
12 Contact officer
12.1 Name: John Sampson Position: Corporate Director for Resources Address: Redcar & Cleveland House, Redcar Telephone: 01642 771144 Email: [email protected]
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Strategic Performance Profile: March 2018
Contents
1. Director’s Statement 1 3. People 12-14 2. Operational Performance 4. Money 15-17 2.1 Top Achievements 2 5. Audit and Governance 18-19 2.2 Risks, Issues & Solutions 3 6. Customer Care 20-21 2.3 Horizon Scanning & Intelligence 3-4 2.4 Key Outcomes & Measures 5-10 2.5 Progress Towards Outcomes: 11 Commentary & Analysis Appendices 1 Resources Measures 22 23 2 External Funding Update
1. Director’s Statement
This period in the financial year, has a whole range of the Council’s resources focussed in on the budget, and whilst we have a three year plan, we do have adjustments and calculations that need to be undertaken at least annually. The Local Government Finance Settlement, debated and agreed in February 2018, saw the allocations to the Council change from multi-year guarantee signed up-to by the Council in October 2016. These now additional funding reductions combined with a range of service pressures, meant that the budget required some £4.5 million of additional support for it to be ‘balanced’ over the next two financial years. We have now achieved this and the budget setting report to Council on the 1st March 2018 set this position out in full.
Continuing on a financial theme, with effect from early January 2018, the Council is now operating as a profession investor having satisfied the criteria required from investment markets. This allows the Council to access a fuller range of investment vehicles and seek a preferential rate of return for our investments, as long as we have at least £10.0 million of funds to invest at any time.
Page 99 of 283 We have had a few shocks over the last few months with the collapse of Carillion who provide the Facilities Management service for the five PFI schools, and whilst they will no longer provide the service in the future all staff and sub-contractors will continue providing these services through a new main contractor, once the liquidation process has agreed this next step.
The remaining damaged buildings at Eston Park academy are now secured and monitored by security guards 24/7. A further competition has been carried out by the Council to carry a full asbestos removal and building demolition, and a preferred supplier has been selected through evaluation. There will be no notifications issued until legal agreement is reached with the Academy Trust in regard to funding the overall demolition.
We had another By-Election scheduled for the 15th March 2018, following the standing down of Councillor Mike Findley from his Longbeck ward. The elections team, whose good practice has been picked up nationally, ensured that the by-election took place successfully, with the count being undertaken the following day, and Councillor Vera Rider being elected accordingly.
The team are now working on a refreshed Asset Strategy, which will support the Council budget and drive out costs from the holding and management of the Council Property estate.
In respect of our assets, we are working with the operator of the Cleveland Ironstone Mining Museum and separately with the operator of the Regent Cinema to support them both as we step through a range of building safety issues, prior to their reopening to the public.
2. Operational Performance
2.1. Top Achievements
Better Health at Work - We have received confirmation that we have retained the Better Health at Work Award – Maintaining Excellence Award for 2017/8, in light of our ongoing Valuing Our People programme. This is the 8th year of us retaining this award.
Recruitment of Young People - 40 apprentices have been recruited recently with the total number employed now being 77. Of these 59 have been recruited since May 2017, when the Apprenticeship levy was introduced. In addition 26 young people between 15 and 18 years old have been appointed young people’s paid work experience programme.
Elections good practice - As part of our work to prepare for implementation of the General Data Protection Regulations, a privacy notice leaflet prepared for by the Elections Team has been identified for inclusion within the Electoral Commission’s guidance as an example of good practice.
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MifiD II compliance - successful achievement of status to qualify as a professional client, relating to the investment in Money Market Funds (Markets in Financial Instruments Directive). This allows the Council to access additional investment products and also preferential investment returns.
2.2. Risk, Issues and Solutions
General Data Protection Regulations are due to be implemented in May 2018. A work programme has been underway for some time, overseen by the Information Governance Group, but a key member of staff involved in this work has now left the council’s employment to take up a new role externally. In preparation for this, steps were taken to accelerate specific issues so that they could be completed by the member of staff before their departure and EMT approved and instigated the creation of an Information Governance Unit/Team, using existing resources - including appointment of a Data Protection Officer - which commenced on 1 April 2018. Some final issues around accommodation are currently being finalised.
Education Finances - The creation of the Galileo Multi Academy Trust continues to result in their being a potential significant loss of Service Level Agreement (SLA) income. The trust has confirmed it wished to retain the HR Advisory SLA service for a period of at least another year however; it issued questionnaires to determine whether it will continue with the payroll/transaction service. Given this position, the HR team has issued notice to all schools, except community schools, to terminate its SLA services as of 1 September 2018. It is no longer feasible to maintain service viability as schools convert to academies and the transfer to alternative providers on an ad hoc basis.
Carillion Liquidation – Following the announcement that Carillion plc had gone in to liquidation on 15th January 2018, the Special Purpose Vehicle (SPV) who own the properties and the Council have been in discussions on future service provision and have agreed on the use of a temporary FM Service provider, Robertson’s FM. Both parties, along with the FM Provider are currently working towards making this arrangement longer term on a formal basis. All operational staff that were formally Carillion employees have been engaged on Robertson’s employee T&C’s and have been retained in employment by this new FM provider.
2.3. Horizon Scanning and Intelligence
By-election - Due to the resignation of Cllr Findley, by-election was held in Longbeck Ward on Thursday 15th March. Four candidate challenged for the seat, with Councillor Vera Rider (Conservative) being elected. Proportionality figures are being recalculated and committee places will be reallocated at the next Council meeting.
Page 101 of 283 Climate Change Levy - A Briefing Note on Utilities for 2019/20 detailing the impending changes to the current CRC Energy Efficiency Scheme (formerly the Carbon Reduction Commitment) which is a mandatory emissions reduction scheme that applies to large organisations in the public and private sectors in the UK. The current scheme will end in March 2019 and be replaced by a simplified reporting and administrative programme for all energy taxation called the Climate Change Levy (CCL). Whilst, we still need final confirmation, the likely increase will be circa £87,000 per annum, based on a comparable usage volume.
External Funding – The Stage One bid to Heritage Enterprise for Guisborough Town Hall has been successful. This will now launch the project into the Development Stage enabling further more detailed work to be funded leading to a submission of Stage Two by the end of 2018. The Council has been designated as the Accountable Body for the Guisborough Town Hall.
Local Government Finance Settlement – the final Local Government Finance Settlement was announced in February 2018, following the provisional position published on the 19th December 2017. Despite lobbying by the Local Government Association and the Council the settlement did not deliver the expected level of funding and did not provide for the growing pressures that all councils including our own are facing. There was a further reduction in the New Homes Bonus £0.139 million over and above the assumed reduction of £0.489 million, originally planned for. This additional funding pressure combined with an expenditure pressure for a proposed pay increase of 2.7% against the budget provision of 2.0%, adds a further £0.400 million to be resourced.
IIP Reaccreditation – Having successfully retained the IIP Gold Standard in September 2015, we are now in the process of planning for the IIP reaccreditation in September 2018. The IIP Standards have been revised and are much more challenging. Sheila Warren, IIP Assessor will be attending EMT on 30th April 2018 for the context meeting, to get a ‘view from the bridge’ on what is driving our people strategies. Sheila will be looking at where we think we are as an organisation now and where we wish to be. An online assessment will be launched on 1st June 2018 and will close on 30th June 2018 and the target audience will be based on the outcome of the context discussion in April. The minimum response rate must be 11% of the workforce. The onsite assessment (interviews with around 60 staff) will take place between the 17th to the 21st September 2018.
Page 102 of 283 2.4. Key Priorities and Actions This section sets out the progress in the Directorate against the agreed actions in the Corporate Plan, as they link to the Corporate Priorities. NB. Until the new Delivery Plan is agreed, progress against previously agreed actions is shown against the new priorities.
Corporate Plan Priorities I. Strong and confident communities II. Prosperity for all III. A brighter future for our children IV. Longer and healthier lives V. Attractive and vibrant places VI. Good connections VII. Clean and safe environment VIII. Enriching lives through culture IX. Improving the way we work
I - STRONG AND CONFIDENT COMMUNITIES
We will maximise our income (without adding to vulnerable families’ debt burden) and will mitigate, as far as possible, the impact of the national welfare reform agenda on our residents and communities
Progress has been made on the joint procurement of a sustainable credit union/community bank with Middlesbrough Borough Council. Funding has been secured from the SSI task force, of £0.465m for the project. The tender was published in late January 2018 with an expected ‘go live’ date by September 2018. To compliment this offer, funding of £35,000 was also secured from the task force for a Debt Caseworker to be employed within the Citizens Advice Bureau. This officer will work closely with the Council’s Financial Support Team to assist residents with chronic debt issues.
The Council continues to work collaboratively with the Department for Work and Pensions (DWP) to ensure a smooth Universal Credit transition. Work is ongoing to create a joint action plan which will take effect in the 9 months preceding full service rollout, February-November 2018. The Council continues to provide personal budgeting support to residents subject to transition. The cost of this support is reimbursed to the Council from the DWP. Funding has been secured to 2019 from the Better Care Fund to continue providing Welfare Rights Advice within GP Surgeries across the borough.
We will put in place new Revenues and Benefits administration arrangements from May 2018 which will included dedicated telephony resources with and increased skill set to answer revenue and
Page 103 of 283 benefit enquiries. This will improve turn-around times for dealing with household changes in circumstances and claims for support and assistance.
The Council are delivering targeted support to families affected by the benefit cap, particularly lone parents with children under the age of 5. Lone parents with young children are not required to seek employment, and are therefore the least likely to be in a position to improve their financial situation. In January 2018 we will be writing to these to invite them to attend a personal budgeting support appointment. On successful engagement, a DHP may be awarded for a time limited period to financially support the families utilising the Discretionary Housing Payment fund.
II - PROSPERITY FOR ALL
We will ensure governance at the regional level supports the Council’s overall objective of growing our economy and creating more jobs; developing great places to live’ and improving the quality of life for our residents
The Commercial and Legal Manager continues to support Tees Valley Combined Authority as Monitoring Officer.
A report seeking consent to the making of legislation which implements borrowing powers for the Combined Authority has been produced and approved by Cabinet at the February 2018 meeting.
IX - IMPROVING THE WAY WE WORK
We will ensure that our staff are highly skilled and fully aware of the Council’s agreed policies and procedures to ensure they make appropriate decisions
Finance Budget Manager training workshops have been rolled out with 23 managers having attended so far, and another 12 being due to attend in March 2018. The Council has a total of 96 identified budget managers, who will need to attend a budget workshop over the next few months.
Information Governance training has also been rolled out to managers, with 19 having attended so far and 11 booked on to the February course.
The Information Governance e-learning module has been completed by virtually 100% of relevant staff. A less intensive refresher module is being produced to be rolled-out, as some staff will have undertaken the full module approximately two years ago.
Page 104 of 283 We will undertake a full review of the Council’s governance arrangements, to ensure that our democratic processes are as inclusive as possible, providing both sufficient structure and flexibility to allow us to make lawful decisions in an efficient and effective way
The Governance Review Working Group has concluded its current work on the Boundary Commission Review, having concluded that a cross-party submission in relation to warding patterns was not viable. That being the case, officers supported members from political groups with their own submissions. The Working Group will consider the warding proposals which were published for consultation by the Boundary Commission on 6th February suggesting that the borough is broken down into 24 wards rather than 22 which is currently the case. The proposals are out for consultation until 16th April 2018.
The Working Group has also considered proposals for some minor amendments to Regulatory Committee procedures and for appointments to outside bodies to become, in most cases, a function of the Borough Council. These matters will now progress through to a Council meeting via the formal process for considering constitutional changes.
As part of the ongoing review of HR policies, the Personnel and General Purposes Committee as considered and approved minor revisions/updating of the following:
• Early Retirement/Voluntary Redundancy Policy • Trade Union Facilities Agreement • Attendance Management Policy • Alcohol and Substance Misuse Policy
We will support the whole Council to deliver good services by ensuring we support our elected Members to make good decisions, and that our whole team is equipped to comply with our own policies and the law
In light of the forthcoming implementation of the new General Data Protection Regulations (GPDR), awareness presentations have been developed for Elected Members and have been rolled out to political groups. Prior to this, a report on the GDPR implications was presented to the Governance Committee on 13th February, where members of that committee gave their views on the awareness presentations and as to how this might be delivered most effectively to Elected Members generally.
Page 105 of 283 Making our assets work for us by managing the Council’s large number of assets, ensuring they support the delivery of good services for local people, at the lowest possible cost and with the least environmental impact
Building Safety – The executive strategic approach to building safety has continued this quarter with improving the general health and safety of Council officers and residents within the Borough. The measures have included and focused on Premises Manager training.
During October through to December 2017, Premises Managers and Responsible officers were invited to training sessions which were presented by officers from Tess Valley Audit and Assurance team and Asset Management. The training included presentations on the Health and Safety at Work Act 1974, Asbestos legislation, Fire Safety and Property Maintenance Compliance.
The training was opened to all building managers from within the Council and Schools (including Academies) to inform on their responsibilities. Further training sessions are being planned for February 2018 to ensure all responsible officers have been provided with accurate information on their duties.
We have also continued with the rolling programme of property inspections to ensure that all RCBC properties have certification for Passive Fire Protection. This programme is due to be completed late spring/ early summer 2018.
Corporate IT Projects - forecast for delivery, namely:
IT have supported the delivery of the Library Service Review. This has ensured that customers have improved access to library services through the provision of computers, WiFi, self-service machines and the relocation of services from Roseberry Square library to the 25k Centre.
IT have successful delivered the IT element of the ‘Our Industrial Heartland’ project, providing the required IT infrastructure, both hardware and software, to meet the requirements of the authority to log and catalogue mining built heritage, building condition surveys, determine the impact on watercourses and how to improve natural environment.
Further projects currently underway and supported by IT are:
• Agresso Development - Year-end software for Agresso Business world was installed and tested in time for year end and funding has been provided to create an interface for care payments to Agresso Business word in line with the outstanding audit recommendation and this work is expected to commence May 2018.
Page 106 of 283 • PCI Compliance - The Chip and Pin machines for Card Payments received an update to the new PCI standard and further updates to the core product are plan for May onwards. It is important that after the initial Icon upgrades are completed, that resource is assigned to address the PCI project around the CRM and telephony areas, in order that progress can be demonstrated to the Banks. • Corporate Web: The replacement of the current internet and specific intranet sites with a redesigned look that is both engaging informative and customer focused and one which will integrate to the new CRM system. The servers to support the SharePoint system were installed and internal testing is providing satisfactory results, the timeframe for delivery of the new public website is now the end of May. • Capita ONE Upgrade: To provide continued support and usage of the enterprise wide ONE system, which is used to support education services within the Council and provides a platform from which we can deliver legislative requirements and returns such as Admissions. • MFD Contract Renewal: The procurement of a new MFD and Print Management Software contract has been completed and we are currently in discussions with the winning provider for the roll-out of the new MFD’s to be completed by the end of July 2018. • Migration of Land Charges: To manage the migration of land charges from Accolaid to DEF. • Facilities Management Feasibility Study: To identify and review the requirement to procure and install a central IT software system for Property Management and Strategic Asset Management. • Fleet Management Software Upgrade: To upgrade and improve 4 fleet management systems to enable savings and efficiencies to be delivered in line with SOF 3 targets • Building Management System: To consolidate all of the BMS systems onto one virtual server, realising efficiencies of an automated back-up facility and reduction in manual processes associated with this. • Supervised Contact Centre: To provide a supervised contact centre so that children separated from families have the opportunity to maintain relationships in a safe environment • Parking Enforcement Camera Car and Interface: To enable the Council to enforce certain parking contraventions using a camera mounted on a mobile vehicle, with a particular focus on road safety around schools. • Transformation Challenge Project, Lone Worker Safety: To implement a new safety system to protect the Transformation Challenge Community Key Workers in their role working with our most vulnerable and challenging adults by providing them with access to a mobile phone application • Paperless Adoption Panel: To provide panel members, sitting on the statutory fostering and adoption panels, with electronic panel papers that can be quickly and securely delivered for the monthly panel meetings. • Joint Public Health: To establish of a joint public health service, building on from Phase 1 delivery.
Page 107 of 283 • Homelessness Case Management: To support the local authority’s legal obligation to tackling homelessness and seek to provide a suitable solution to record homelessness activity and provide the appropriate level of case management or performance reporting. • Recovery and Independence Team: To provide staff with access to various electronic systems and suitable equipment to be able to complete the expanding role of the team response. • Fax to Email. To support the corporate decision to remove fax machines and introduce an alternative fax to email solution as part of the IT Telephony project delivery. • ContrOCC Data Hub: To provide quality services to vulnerable adults through the collaborative project between Redcar, Middlesbrough and Hartlepool to introduce a data hub ‘AIME’.
Living within Our Means by shaping the Council’s financial future so that it can fund the continued provision of high quality services
The quarter four financial position of the council continues to identify some significant service pressures, predominantly in respect of Children in Care. The pressure in the current financial year is being mitigated through a range of in-year budget transfers from across the council, and partly via savings in Corporate Allocations arising from a change to the minimum revenue provision policy as part of the Council’s treasury management strategy. Permanent solutions will have been financially addressed in the Medium Term Financial Plan from 2018/19 onwards.
The Shaping our Future 3 programme, whilst forecast to deliver almost all but £0.300m of the planned reductions is just a subset of the total budget and hence has been offset in the wider Council budget.
The Medium Term Financial Plan for the next two financial years (2018/19 & 2019/20) whilst originally planned to be balanced across the full three years of the Shaping our Future 3 programme, has faced a range of service/cost pressures. These emerged pressures have now been fully costed with relevant funding solutions being identified, that has allowed the Council at its 1st March 2018 budget setting meeting, to consider and hence set a balanced budget for the Council through to the end of the decade.
Page 108 of 283 2.5. Performance
This section reports on progress against our Top 20 Performance Measures, as they relate to this Directorate. Appendix 1 - sets out the progress against the Directorate’s other key measures, as contained in that Directorate’s service plan, as they contribute to these below.
2015-17 Measures
Resources Frequency Actual Target Q4 On 2016-17 2017-18 2017/18 Track? (RAG) Increased percentage spend with Redcar & Cleveland based Quarterly 20.58% 25.00% 24.04% Amber suppliers
Increased percentage spend with Tees Valley based Quarterly 48.60% 50.00% 45.62% Amber suppliers
The Council utilises the NEPO Contract framework to achieve Quarterly £101,159 £109,700 £109,624 Green an increased rebate
Our external auditors give an unqualified opinion on our Annual Unqualified Unqualified Unqualified Green Annual Statement of Accounts
Our external auditors give an unqualified opinion on our Annual Unqualified Unqualified Unqualified Green Value for Money approach
That the total tonnage of carbon emissions from the Council’s estate reduces from Tbc in July Annual 17,210 16,480 Green its current 2014/15 base by 2018 25%. (Base 20,795)
Page 109 of 283 3. People
3.1 Sickness Absence
The Council has set itself a robust target to achieve in respect of its level of sickness days lost, per FTE in 2017/18. We have been relatively successful in managing this number downwards over the last 3 years; however in some years we did stray above the set target. When compared to the Tees Valley region we have been the best, but still fall a touch short of the average for all UK workers who in 2016 achieved a figure of 4.3 days lost per FTE.
The table below details the council’s performance year on year, since 2014, in relation to the absence target set. For 2017/18 the council has again set a challenging target of 6.5 days lost due to sickness absence per FTE.
2014/15 2015/16 2016/17 2017/18
Target 6.50 6.50 6.50 6.50 Actual 7.07 7.11 6.93 7.43 Variance +0.57 +0.61 +0.43 +0.93
The Council’s performance between 1st April to the 31 March 29018 is 7.43 days lost per FTE which would be in excess of the set target.
The table below shows both the Resources Directorate’s average sickness absence levels for the period from 1st January 2017 to 31st March 2018 2017. The number of average days lost per FTE for this period for the Resources Directorate it is 5.87 days.
Target Average FTE days Average FTE Average FTE days Average FTE FTE lost - long days lost days days lost lost - days term per FTE lost - per FTE total lost per (BV12) - short (BV12) - FTE long term short (BV12) - term term total Financial 5.0 214.53 1,183.16 5.52 337.42 1.57 1,520.58 7.09 Services HR & 2.5 60.65 35.08 0.58 78.66 1.30 113.74 1.88 Governance Organisational 2.5 26.74 38.35 1.43 100.66 3.76 139.02 5.20 Change Resources - 4.0 301.92 1,256.59 4.16 516.74 1.71 1,773.33 5.87 Total
Page 110 of 283 3.2 Short Term Sickness Absence At present the level of short term sickness absence does not warrant any intervention but this will continue to be monitored. The Health and Wellbeing Team are now recording all Return to Work Interviews and Sickness Absence Reviews in HR Agresso. As at 28th February 2018 there are 29 Sickness Absence Reviews outstanding.
3.3 Long Term Sickness Absence There were 11long-term sickness absence cases within the Resources Directorate during Quarter 3, which are all been managed in accordance with the Attendance Management Policy. The main reasons for absence are shown below:
Absence Reason Number of Cases Post-Operative Recovery 3 Muscular - Skeletal 3 Post-Operative Recovery 2 Other 3
3.4 Disciplinary Investigations
During Quarter 4, 1 disciplinary case has commenced and due to the ongoing sick absence of the individual this remains outstanding. 3.5 Employee Concerns
During Quarter 4, 1 grievance was pending being heard at Stage 3 and there is also an outstanding related Stage 2 grievance from the same employee. This employee left the organisation in February 2018. 1 other grievance was submitted at the end of March 2018 3.6 Appraisals
Appraisals are held with an employee once every 12 months. The current progress in relation to completed appraisals is set out in the table below:-
Completed To be undertaken Total
Resources 1 1 2 Financial Services 174 147 321 HR and Governance 49 23 72 Organisational Change 29 5 34 Resources - Total 253 176 429
Page 111 of 283 3.7 Apprenticeships
In April 2017 the Government introduced public sector apprenticeship targets with a requirement for 2.3 % of the workforce to be ‘new start’ apprentices. For the Council this translates as a target of 74 new start apprentices between 1st April 2017 and 31st March 2018. EMT cascaded pro-rata targets to individual services. We now have 89 apprentices (12 of those are higher level apprenticeships) and we have 23 people, on the young person’s paid work experience scheme
A targeted recruitment campaign was undertaken and the progress in relation to the Resources Directorate targets is detailed below.
Achieved Allocated Detail To Date
IT 5 4 In progress. Property Management 4 3 In progress. Financial Services 1 1 Achieved. Business Support - Resources 1 1 Achieved. HR 1 1 Achieved. Legal & Governance 2 2 Achieved. Additional Apprentices to be 1 0 In progress. allocated across Resources
Resources - Total 15 12
3.8 Key Issues (Capacity, Resilience, Key Appointments)
The IT Service Review is ongoing with the remaining posts in the structure now being populated.
Other key appointments include -: • The senior appointments in Legal Services - Principal Legal Officer commenced in March 2018 • A Network and Server Lead in IT has been appointed • A HR Adviser has been seconded to Organisational Development to support the Councils approach to apprenticeships Leavers • The Councils Asset Support Manager has left and the duties are being absorbed as part of the IT Review • The Audit & Assurance Officer – Information Governance secured a new post which has provided an opportunity to review the Council’s approach to this area.
Page 112 of 283 4. Money
4.1 Revenue Budget
The Council set a net revenue budget of £104.838 million for 2017/18 which is made up from £60.927 million in respect of pay and £242.484 million in respect of non-pay thus giving a total gross expenditure budget of £303.411 million. The income targets of £191.702 million and use of reserves of £6.871 million establish the net revenue budget, which is resourced through Council Tax and the Adult Social Care Precept (£56.008 million), business rates (£33.367 million) and government grant (£15.462 million).
As at almost the end of period 12 (March) the Council is showing an under-spend against profiled budget at this stage, but is forecasting that by the year end (March 2018) an anticipated balanced position. This forecasted position is going through the year end accounts process and may change as this process is completed during April 2018.
In respect of Resources the Directorate including the centrally managed Corporate Allocations is forecasting a balanced budget position for the Directorate, but an underspend position for corporate allocations. This is attributable to the three service areas in the Directorate as follows:
Services Budget Forecast Forecast Under / Over £’m Outturn Variance £’m £’m Financial Services 3.036 3.286 0.250 Over-spend Governance & Monitoring 2.132 1.943 -0.189 Under-spend Organisational Change 1.737 1.676 -0.061 Under-spend Resources - Total 6.905 6.905 0 Balanced Corporate Allocations -13.520 -16.050 -2.800 Under-Spend Projected Full Year budget position
Financial Services overspend position relates mainly to unachieved non pay and income reductions and growth in rental income, in part offset by savings on salaries.
Governance and Monitoring underspend position relates mainly to salary savings and increased income.
Organisational Change underspend relates to salary savings.
Corporate Allocations is currently forecasting a year end underspend of £2.800m. This is predominantly due to a re-profiled minimum revenue provision associated with the three PFI
Page 113 of 283 contracts. These additional savings help to mitigate the pressures faced by the Council across all Directorates
As defined by the first year of Shaping our Future 3, a reductions requirement of £1.030 million was agreed for the service, which has been RAG rated for likely delivery in the table below:
Target 4th Quarter Variance RAG SoF 3 - Reductions £’000 £’000 £’000
Review of the Good Governance Structures 320 320 0 G Further Investment into E-Learning Packages 60 60 0 G IT related service efficiencies 200 160 -40 A Review of IT team structures 150 150 0 G Asset related service efficiencies 150 150 0 G Review of Asset team structures 100 100 0 G Increased Tenancy Income 50 0 -50 R Resources - Total 1,030 940 -90 External Funding – Revenue Replacement 300 0 -300 R
Whilst the Resources Directorate has delivered 91% of the required reductions, plans are in place for the delivery of the remainder by the financial year end and hence why the Financial Services part of the Directorate is forecasting an overspend against its budget. In respect of the Amber and Red rated reductions, these relate to the following:
• £0.040 million – this is the roll out of Skype for business, which will reduce aspects of mileage costs being incurred by staff moving from Admin building to Admin building;
• £0.050 million the increase in Tenancy Income has been slow to progress with plans still in the development stage; however increased occupancy in the South Tees Business Centre is now starting to be achieved.
The Corporate Allocation reduction or rather the increase in External Funding income which is to be used to offset the funding requirements of the core Council budget has not been achieved. Whilst we are still good at attracting external funding to the Council, there are restrictions on its use against existing costs. We are looking to manage the external funding strategy so that it has a stronger focus on capital funded schemes and hence save on the revenue costs associated with borrowing. At this stage the reduction is red, but additional income has been identified within Corporate Allocations to allowing the financial position to be forecasted as balanced.
Page 114 of 283 4.2 Capital Budget
The Council has an approved capital budget of £14.710 million for the 2017/18 financial year, funded in the main through a combination of Capital Receipts (£3.256 million) and External Grants (£10.551 million) with the balance of £0.903 million from external borrowing.
Total Council capital spend to the end of the financial year is forecasted to be £13.568 million which is to be funded by £8.084m of external funding, £3.642m from capital receipts, £0.050m transferred from revenue budgets and the balance of £1.792m from borrowing. The 2017/18 final spend of £13.568m represents a 92.2% against the latest budget position. The position for the Resources service’s capital programme is detailed in the table below:
2017-18 2017-18 2017-18 Scheme Budget £’000 Actual £’000 Variance £’000
Carbon Management Programme 200 162 -38 IT Improvements 820 829 +9 SOF 3 – Capital Invest to save 0 0 0 Investment Fund 2,000 2,000 0 Asset Management – Capital Repairs 589 522 -67 Retention Schemes 0 0 0
Resources - Total 3,609 3,513 -96
4.3 Cost Centre Manager Returns The operating model for financial management in the Council includes self-service and budget manager accountability for financial performance. As such, budget managers are required to submit outturn projections for their service area on a monthly basis. An analysis of returns received for the 12 month period - ending March 2018 is provided below:
Revenue Budget Capital Budget Service Sent Returned % Sent Returned % Financial Services 42 29 69% 22 14 64% Governance & Monitoring 40 33 83% Organisational Change 30 30 100% Resources - Total 112 92 82% 22 14 64% Corporate Allocations 10 8 80%
Page 115 of 283 5. Audit and Governance
Internal Audit Reports Issued in Final for Resources during the final 3 months of 2017/18
Priority Audited System /Service Assurance P1 P2 P3 Draft Final Officer Lead Opinion Date Date Caretaker Responsibilities Strong 0 0 3 20/12/ 15/01/ Financial Services 2017 2018 Manager Buildings Premises and Good 0 1 0 22/01/ 26/01/ Financial Services Maintenance – risk 2018 2018 Manager verification report Purchasing Cards Moderate 0 3 1 15/02/ 16/03/ Financial Services 2018 2018 Manager
Main Accounting Strong 0 1 2 05/03/ 26/03/ Financial Services 2018 2018 Manager
Accounts Payable Good 0 2 2 22/03/ 26/03/ Financial Services 2018 2018 Manager
Total 0 7 8
Health and Safety Audit Reports Issued in Final
Following on from the management discussion, post Grenfell, an Asset specific Health & Safety action plan was established and agreed that this ‘live’ document would be a repository for ongoing actions, both completed and outstanding so that the Council could improve its preparedness should a major incident occur in the Borough.
There are two health and safety reports issued in final for Resources during this fourth quarter.
Priority Audited System /Service Assurance P1 P2 P3 Inspecti Final Officer Lead Opinion on Date Date Redcar Leisure & Strong 0 1 0 29/01/ 29/01/ Financial Services Community Heart 2018 2018 Manager Redcar & Cleveland Moderate 0 6 1 16/01/ 16/01/ Financial Services House/Library 2018 2018 Manager Total 8 0 7 1
Page 116 of 283 There are no new P1 recommendations raised during the fourth quarter, however there are the four P1 recommendations in respect of Errington Primary are now a year on and due for review, half way through the schools financial recovery plan.
Resources Total outstanding P1 P2 P3
- Financial Services 17 4 10 3 Total 1 0 0 1
The four P1 actions relate to Errington Primary School.
The ten P2 actions relate to audits on disaster recovery; asset registers/inventories; capital accounting; Errington School (4); network management; payroll; Redcar & Cleveland Leisure & Community H&S audit;
The three P3 actions relate to audits on caretaker responsibilities; network management and main accounting.
Reportable health and safety incidents in the Quarter (including asbestos)
In quarter 4 there have been no reported health and safety accidents. Similarly there have been no asbestos related incidents reported during the quarter.
Insurance
For the period 1 January to 31 March 2018, there was only one motor vehicle claim made against the Council’s insurance programme that was attributable to Resources. This incident arose when a Council driver skidded on ice and damaged the wheel of the vehicle.
Information Security Incidents Resources Quarter 4 - 2017/18
Potential Impact Nature of Incident Total Very High High Medium Low Negligible Data Breach Disclosed in Error 1 - - - 1 - Security Breach Lost or stolen hardware 1 - - - - 1 Near Miss Lost or Stolen Paperwork ------TOTAL 2 - - - 1 1
Page 117 of 283 6. Customer Care
6.1 MP Requests
We have received 13 MP requests in the quarter March 2018, all of which were from Anna Turley MP. For MP requests there is a ten day target for responding.
Service Area MP Number of Enquiries Responded to on time
Council Tax and Benefits AT 13 6
We responded late on two of the requests and still have four requests to respond too. We recognise the performance issues and are looking to address the timeliness of all MP related enquiries. As a matter of urgency we are addressing the current outstanding position immediately.
6.2 Freedom of Information Requests We received 78 FOI requests in the quarter.
- 57 were received from individuals - 16 were received from a business - 5 from media bodies
During the quarter, 8 responses were provided outside of the agreed timescale of twenty days, with a further 19 remaining outstanding.
Service Area Business Media Individual Total Enquiries
Assets 9 9 Audit/Insurance 1 5 6 Communications 2 2 Recovery& Support 3 2 7 12 Financial Services 1 2 3 6 HR 1 1 8 10 IT 2 11 13 Business Rates 3 11 14 Procurement 5 1 6 Total 16 5 57 78
Page 118 of 283 6.3 Complaints/Compliments
Response Ref No Brief description Subsection Stage Outcome Date COMP- Council Tax / Complaint about Council Tax Stage 1 13/02/2018 Complete 18-003 Housing Benefit
Complaint about Council Tax - request to COMP- move to stage 3 (incorrect information Council Tax / Stage 2 26/02/2018 Complete 18-003 stated on stage 1 response - should have Housing Benefit been moved to stage 2)
COMP- Council Tax / Complaint about Housing Benefit Stage 1 09/02/2018 Complete 18-006 Housing Benefit
COMP- Council Tax / Complaint about Housing Benefit Stage 1 08/03/2018 Complete 18-007 Housing Benefit
COMP- Council Tax / Complaint about benefit debts Stage 1 22/03/2018 Complete 18-013 Housing Benefit
COMP- Council Tax / Council Tax complaint Stage 1 10/04/2018 Complete 18-018 Housing Benefit
COMP- Council Tax / Complaint about Council Tax Stage 1 06/04/2018 Complete 18-021 Housing Benefit
COMP- Council Tax / Complaint about Council Tax Stage 1 06/04/2018 Complete 18-022 Housing Benefit
Code of Conduct Complaints
We have ongoing complaints from quarter 2 also remains ongoing in quarter 4.
Page 119 of 283 Key Service Plan Measures contributing to the Top 20
On Actual Target Q1 Q2 Q3 Q4 Resources Frequency Track? 2016-17 2017-18 2017-18 2017-18 2017-18 2017-18 (RAG) Amount of funding generated through successful Quarterly £0.204m £0.300m £0.010m £0.010m £0.658m £0.765m G bids for external funding - Council Amount of funding generated through successful Quarterly £8.643m n/a £0.875m £0.878m £1.675m £1.968m G bids for external funding – Other Bodies That the Discretionary Social Fund Budget is Quarterly £0.223m £0.170m £0.046m £0.101m £0.151m £0.178m G spent appropriately throughout the year That the Discretionary Housing Payments are Quarterly £0.401m £0.490m £0.287m £0.388m £0.440m £0.485m A spent appropriately throughout the year
Balanced Budget is delivered at each year-end Annual Underspent Balanced Overspend Overspend Overspend Balanced G Delivery of Year 1 SOF 3 targets in full and as Quarterly Not Achieved £6.678m £4.846m £5.838m £5.083 £6.378m A originally planned Our external auditors give an unqualified opinion Annual Unqualified Unqualified Quarter 2 Unqualified Unqualified Unqualified G on our Annual Statement of Accounts Our external auditors give an unqualified opinion Annual Unqualified Unqualified Quarter 2 Unqualified Unqualified Unqualified G on our Value for Money approach Capital Receipts target is achieved Quarterly £7.635m £5.696m £0.984m £0.984m £5.232 £5.452m A That the total tonnage of carbon emissions from Tbc in July the Council’s estate reduces from its current Annual 17,210 16,480 3,465 6,335 10,470 G 2018 2014/15 base by 25%. (Base 20,795) Increased percentage spend with Redcar & Quarterly 20.58% 25.00% 24.88% 25.18% 20.68% 24.04% A Cleveland based suppliers Increased percentage spend with Tees Valley Quarterly 48.60% 50.00% 44.13% 42.36% 43.60% 45.62% A based suppliers The Council utilises the NEPO Contract Quarterly £101,159 £109,700 £25,342 £48,041 £83,691 £109,624 G framework to achieve an increased rebate
Page 120 of 283
Page 121 of 283 Member Report Redcar & Cleveland College Merger Consultation
Public
To: Cabinet Date: 1 May 2018
From: Corporate Director for Children and Families Decision type: Executive
Portfolio: Children Forward Plan reference: n/a Priority: A brighter future for our children
Ward(s): All
1 What is the purpose of this report?
1.1 To formally support the proposed merger between Redcar & Cleveland and Stockton Riverside Colleges.
2 What is the background to this report?
2.1 Redcar & Cleveland Council is committed to securing a sustainable future for Redcar & Cleveland College. Redcar & Cleveland College has been facing some challenging times in terms of its sustainability with falling student numbers, and consequential funding implications. In response to this, Government instigated two reviews in 2017 aimed at securing a potential merger partner.
2.2 In supporting the College, we worked closely with Tees Valley Combined Authority to agree a set of outcomes that both authorities would want to see from a merged college. These were shared with the College Board of Governors and Further Education Commissioners who were leading the Government’s reviews. The outcomes are attached at Appendix 1, but it is important to note that those outcomes were focused around:
• Learners • Employers and the local economy • The wider education sector • The local community, and • The College as a business
2.3 These outcomes were then used by Governors, along with the College’s own vision document, to assess the various bids during the review processes. Governors were unanimous in their view that Stockton Riverside College be the preferred merger partner for Redcar & Cleveland College.
2.4 Since last summer, considerable work has been undertaken between the two Colleges’ Board of Governors, senior management teams, Redcar & Cleveland Council, Tees Valley Combined Authority and others to achieve a smooth transition to a merged college to take effect from 1st August 2018, in time for the new
Page 122 of 283 academic year. A Merger Implementation Group was formed, including both chairs of governing bodies and both principals and three governors from each college, to manage and steer the merger process, reporting to both Boards of Governors.
2.5 Government guidance requires that where a merger is proposed, there should be formal consultation to seek the views of key stakeholders. Redcar & Cleveland Council has been invited to respond to the consultation. The consultation document is attached at Appendix 2. Consultation closes on 1st May 2018.
2.6 The consultation document sets out the vision for the merged college, which would secure both Redcar & Cleveland and Stockton Riverside Colleges’ identity and campuses, thus retaining and growing a vital presence for Further Education in this Borough. It is intended that the merger will:
• Build stronger, more sustainable provision that remains responsive to communities and meets the future economic needs of the Borough • Deliver a far wider portfolio of courses and provide access to high quality and relevant education and training for all • Achieve the outcomes for the reviews desired by both Redcar & Cleveland Council and Tees Valley Combined Authority
2.7 Both Colleges have had recent OFSTED inspections and references in both inspection reports point to the benefits of merger as follows. Stockton Riverside had a short inspection in November 2017 which judged that the college is still rated “Good”. The comment on leadership stated:
“leaders and governors have a clear vision to place Stockton Riverside College at the centre of the local community and ensure that local learners receive a good- quality educational experience. This focus has resulted in a culture of high expectations for learners and staff that is both challenging and supportive. Leaders and governors have an accurate understanding of the strengths and weaknesses of the college. You, your leaders and governors have identified clearly the areas that require further improvement and the actions that you need to take.”
2.8 Through the merger we believe that there will be a similar clear vision for Redcar & Cleveland College at the centre of our community.
2.9 Following on from Redcar & Cleveland College’s Inadequate Ofsted in October 2017, the January 2018 Ofsted monitoring report for Redcar & Cleveland College acknowledges recent improvements:
“Governors and leaders have acted very quickly and decisively to ensure that provision within Redcar and the areas the college serves can be sustained. Plans are in place for the college to merge in the summer of 2018 with another local further education college. The college’s service-level agreement with this college and the detailed work of the merger planning group are enabling leaders to make good progress towards ensuring that the merger will be completed by the planned date. Leaders have identified clear strategic priorities to sustain and further enhance provision in the local area following the merger. Leaders and governors have secured exceptional financial support to make the necessary structural changes and to enable the college to continue to operate until the merger date. This has also enabled them to make key appointments to enhance staffing capacity.”
2.10 This report proposes that Cabinet supports the proposed merger. This is consistent
Page 123 of 283 with, and helps us to deliver on, our own strategic goals, including:
• Our new Corporate Plan priority of “A Brighter Future for our Children” which has a specific commitment to work in partnership with schools and colleges to make secondary and further education in this Borough as good as our high performing primary education. The Corporate Plan Delivery Plan has a specific action relating to achieving a merged college • The Corporate Plan priority of “Prosperity for all” is clear that we will support people already in work to get better and higher paid jobs, as well as help those who are not yet equipped for work, by providing tailored training and support – a key function of a successful FE college • The Growth Strategy which identifies areas where we will focus to create jobs and economic growth, and to support local people to get the skills they need to secure those jobs • The establishment of the South Tees Development Corporation the forthcoming Master Plan which will bring 25,000 new jobs to the South Tees area, and which will need a skilled and confident, local workforce • Our Area Growth Plans which will invest significant capital sums for economic growth, ensuring the whole Borough and all communities can benefit from growth, including the many supply chain opportunities that will emerge from South Tees • The successful training and employment hub in Grangetown, now being replicated in East Cleveland, that brings local people into direct contact with employers who need trained and skilled workers, and where the merged college can support by developing tailored training
3 Who will this benefit and how?
3.1 As set out in the intended outcomes for a successful merger, at Appendix 1, the merger would benefit current and future learners, employers, the wider education sector, our communities across the Borough, and the College as it becomes a sustainable organisation.
4 Who have we consulted?
4.1 Redcar & Cleveland Council is a consultee.
5 How will it deliver our priorities and improve our performance?
5.1 A successful merger will deliver a sustainable future for Redcar & Cleveland College and deliver outcomes as set out in appendix 1. A successful college will help to improve performance in relation to a number of key measures in the Corporate Plan, notably:
• Gross weekly pay (by skilling up local people to secure jobs, and to secure better paid jobs) • All people economically active, and youth unemployment (by getting more people, especially young people, ready for work) • New business start-ups (by skilling people to set up their own businesses) • Children in poverty (by helping families increase their incomes through work, and better paid work)
6 What are the risks and resource implications?
Page 124 of 283 Type of Applicable? Details Risk/ Implication Health and No Safety
Social Value Yes If the campus is lost to the Borough, and our learners have to go elsewhere, there will be a loss to the spending power in the local economy. Our aim is to ensure local people thrive here and go on to work, set up businesses, employ local people themselves, spend locally – all of which will contribute to social value. As the College grows it will employ more teaching and other staff, many of whom may live locally, and spend locally. Legal No
Financial No
Human No Resources
Equality and Yes A sustainable further education college in our Borough is Diversity essential for equality and diversity. This is especially so for supporting specific groups identified in our equality policy, such as people on low incomes, and supporting younger people. Without a successful college, their futures become less certain. Carbon Yes Retaining Further Education provision here is important to Footprint reduce the risk that people would have to travel much further afield to get the training and skills they need.
Other Yes The consultation is based on the new, merged college (please coming into effect from 1st August 2018. There are many specify) challenges being addressed through the Merger Implementation Group which could potentially cause a delay to the start date. These risks are being actively identified by the MIG and managed through the Governing bodies of both Redcar & Cleveland and Stockton Riverside Colleges. Feedback from the consultation process is one such risk.
6.1 Equality analyses for Cabinet decisions are published alongside the reports in the ‘Cabinet and committee papers section’ of our website at www.redcar-cleveland.gov.uk/decisionmaking and should be read in conjunction with the recommendations in the report.
7 What options have been considered?
7.1 Supporting the merger as set out in the consultation document is the best way to ensure the vision of the merger, and the outcomes as articulated in appendix 1, are delivered.
Page 125 of 283 8 What is the reason for the recommended option?
8.1 The reason is to ensure a sustainable future for Redcar & Cleveland College.
9 Recommendations
9.1 It is recommended that Cabinet supports the merger and that the consultation response is submitted accordingly.
10 0BAppendices and further information
10.1 Appendix 1 – Structure & Prospects Appraisal Outcomes Appendix 2 – Merger consultation document
11 Background1B papers
11.1 No background papers other than published works were used in writing this report.
12 Contact officer
12.1 Name: Barbara Shaw Position: Corporate Director for Children and Families Address: Seafield House, Kirkleatham Street, Redcar Telephone: 01642 771674 Email: [email protected]
Page 126 of 283 Appendix 1
STRUCTURE AND PROSPECTS APPRAISAL (SPA)
Redcar & Cleveland Council and Tees Valley Combined Authority are both committed to securing a sustainable future for Redcar & Cleveland College. We have a clear view, agreed as part of the objectives of the Local Area Review, that a coherent, viable and high quality offer from Level 1-3 should be accessible in all five major towns across the Tees Valley and that partners should work together to make this achievable.
OUTCOMES FOR THE SPA
We are clear that there are some key outcomes against which each option for potential merger should be assessed.
1. Outcomes for Learners • A comprehensive curriculum offer • High quality teaching and good learning outcomes • A vibrant, dynamic and safe learning environment • Clear career pathways and enhanced employability • A College Campus that is accessible to all
2. Outcomes for Employers and the Local Economy • A skilled workforce to meet employers’ needs • Contribution to the delivery of the Tees Valley Strategic Economic Plan and Redcar & Cleveland Growth Strategy, in relation to key growth sectors • Supports inward investment ambitions through a professional learning offer for businesses
3. Outcomes for the Wider Education Sector • A collaborative and complementary approach to the FE sector in Tees Valley • Contributes to a strengthened wider education sector, across schools, sixth form, HE and independent providers
4. Outcomes for the Community • All-age and ability learning opportunities • Social value to the wider community • Contribution to the vibrancy of the town and wider Borough
5. Outcomes for the College as a Business • Financial sustainability • Maximum use of the College estate • Skilled and experienced leadership • A committed and professional workforce • Proactive marketing to increase capacity and student numbers
Page 127 of 283 PROPOSED MERGER CONSULTATION DOCUMENT
Redcar & Cleveland College and STOCKTON Stockton Riverside College RIVERSIDE COLLEGE Page 128 of 283 Contents
Foreword 4 Rationale for change 5 Our Vision 5 About Stockton Riverside College 6 About Redcar & Cleveland College 7 Aims for the merged college 8 Benefits of the merged college 9 Proposed timescales 10 Overview of stakeholders to be consulted 11 Where we are 12 Statutory Notice of Dissolution 13 How to respond 14 Have your say 15
2 Page 129 of 283 3 Foreword The rationale for change
This document outlines the background and reasons The merger will offer the opportunity to identify, share This is a period of significant change in the Further Education sector. Following the Government’s National for the proposed merger of Redcar & Cleveland College and implement best practice, while benefitting from Area Review programme, many colleges have been exploring ways of working together to build stronger more and Stockton Riverside College. increased size, financial capacity, staff capability and sustainable provision that remains responsive to communities and meets the future economic needs of their areas. geographical range. Our aim is to merge the two colleges into a sustainable Redcar & Cleveland College and Stockton Riverside College have been fully engaged in the review process, and high quality college serving all of our students, Together our focus will remain firmly on learning and on leading to the decision for the two colleges to merge. Our view is that a merger will bring significant benefits for staff, the partner businesses and employers that we outstanding employer partnerships. both colleges. work with, stakeholders and all of our communities. The merged College will increase curriculum depth, It is proposed that Redcar & Cleveland College will merge with Stockton Riverside College under a model B Bringing together the two organisations will enable the resilience and expertise in specialist subjects, with a arrangement i.e. with the corporation of Redcar and Cleveland College being dissolved and its assets and college to expand current services, offer access to a constant focus on achieving the highest standards. liabilities being transferred to Stockton Riverside College. The proposed date for the formation of the merged broader and deeper course portfolio and put in place We aim to inspire and motivate individuals and College is planned to be 1st August 2018. an infrastructure that will deliver a high quality service communities to achieve their full potential. to all of our learners, partners and stakeholders. Stakeholders and the businesses that we work with At the same time, a priority of the merger is to ensure will benefit from access to greater capacity, quality and that both colleges retain their existing campuses, choice via a single gateway. individual identities and names, never losing sight of This proposal shows our commitment and capability those things that are specific to each college. Our to create a better future, not only for both colleges but, vision is to deliver a local college for local people. more importantly, for all of the communities that we Our vision serve. Our strategic vision is to merge Redcar & Cleveland College and Stockton Riverside College. The merged College will be able to offer all of its communities a wide portolio of courses and access to high quality education and training in their local area; it will be a local college for local people. With a strong focus on maintaining each college’s individual identity and site, the merger would enable both Redcar & Cleveland College and Stockton Riverside College to continue to develop.
Being situated within a close geograpical location will come with a number of benefits including: • A shared understanding of the area and its economic demands • Greater strategic influence • A broader portfolio of courses for students • Significantly improved opportunities for student progression • For local employers a better service via a single gateway to a far larger resource • Enhanced work experience and employment opportunities Together the merged college is committed to:
SUE JEFFREY MARK WHITE OBE DL • Provide a local college for local people CHAIR CHAIR • Deliver high quality and relevant education and training REDCAR & CLEVELAND COLLEGE STOCKTON RIVERSIDE COLLEGE • Offer a wide variety of vocational qualifications and employability skills across a broad range of employment sectors • Provide a full range of apprenticeships from entry to higher level Sue is Leader of Redcar and Cleveland Council Mark is Chair of Stockton Riverside College. and Chair of Redcar & Cleveland College. She took He was the last Chair of Bede Sixth Form • Deliver Higher Education, in partnership with Teesside University, that meets local, regional and national over last autumn and since then has been working College, Billingham, and led Bede into merger employer needs to deliver the merger which will secure the future of with Stockton Riverside College. He is the • Provide flexible workforce skills training Redcar & Cleveland College. She said: “I have been immediate past chair of the English Association delighted with the progress we have made to date, of Colleges’ national Governors’ Council. He is • Ensure a commitment to both colleges’ surrounding communities Stockton Riverside College is a brilliant the current Chair of the English colleges’ sports • Continued development of commercial partnerships partner. This merger will ensure that learners across organisation, AoC Sport, and is a trustee of the Redcar and Cleveland have access to a great college futher education and skills national improvement • Responding to the economic needs of the respective areas to get the skills they need for a succcessful future body, the Eduation and Training Foundation (and • Work closely with key stakeholder organisations to ensure the college continues to drive growth and that in turn will help our economy and our borough Chair of its Finance and Resources Committee). prosperity for communities and businesses grow and thrive. I hope you will be able to support He is a Deputy Lord Lieutenant of County Durham these excellent proposals.” and an elected public governor of North Tees and • Maintain each college’s individual strengths Hartlepool NHS Foundation Trust. 4 Page 130 of 283 5 About Redcar & Cleveland College
Located in a modern campus in the heart of Redcar, Redcar & Cleveland College provides a wide range of vocational courses, adult learning programmes and apprenticeships for all of its learners. Subjects are taught by its team of highly qualified lecturers with vast industry experience and delivered in facilities that have been created to offer a fantastic learning experience, with, where appropriate, the latest industry- relevant equipment. Students also have the opportunity to participate in national competitons, award schemes and overseas excursions that build on the knowledege they’ve acquired in the classroom. Focused on creating a culture of respect and understanding for all, at Redcar & Cleveland College each person is seen as an individual with unique needs and skills and a commitment to equality and diversity is reflected in all of the College’s services. With strong relationships with key stakeholders incuding the Local Authority, Tees Valley Combined Authority, employers and other organisations such as Job Centre Plus, the College has identified skills gaps and in response, tailored its courses to meet these shortages. Its aim is to ensure that students are work-ready and armed with skills and behaviours that will give them the best chance of employment upon completion of their studies. In 2017 Redcar & Cleveland College’s Higher Education department achieved a Silver Award from the Higher Education Funding Council for England (HEFCE). About Stockton Riverside College The Sir William Turner Foundation Since 1709 the Sir William Turner Foundation has provided essential support to education in Redcar and Cleveland. The merged College will continue to celebrate and protect the Stockton Riverside College is a vibrant college recognised for its teaching and learning. The College provides achievements of the Foundation, working with them to build on its legacy and values. high quality and relevant educational opportunities for all, working with local authorities, schools, universities, businesses and other colleges to empower and enable the people that it serves. Helping to build “real skills for real jobs” the College gives people the skills, knowledge and confidence to reach their full potential and develop the expertise and skill-set of the wider region. Incorporating Stockton Riverside College (Teesdale campus), SRC Bede Sixth Form, The Skills Academy and NETA Training Group, the college offers a wide range of vocational courses, A-levels, apprenticeships, traineeships, Higher Education and professional courses. Graded Good by Ofsted the College also prioritises enterprise, work experience and core employability skills, all valued by businesses. The College is full-college Matrix accredited and holds the Teaching Excellence Framework (TEF) Silver Award for its Higher Education. With a growing reputation, locally, regionally and nationally, for its successful emphasis on collaboration, the College actively builds relationships with partner organisations from the private, public and third sectors, with the ability to offer a flexible demand-led and responsive approach. With a total of around 6,500 students studying full-time, part-time, and short courses at the College throughout the academic year and a team of approximately 500 staff, the College embeds a culture of aspiration for all.
6 Page 131 of 283 7 Aims for the merged college Benefits of the merged college
Working as one college our aim is to make sure that every learner has access to the right programme at the right place and the right time, and that they are given options and choices when it comes to progressing to work or Students further study, meeting their individual needs and matching their aspirations, talents and abilities. An extensive, high quality and inclusive curriculum will continue to be available from both campuses. Impartial information, advice and guidance will be a priority helping students with course choice, progression and Goals for the merged college destinations. Local provision will continue to enable easy access for all learners. We will: Increased links with employers. • Provide students with a seamless transition from school, through the College, A strong focus on key skills including English, Maths and Employability. and into sustainable employment, apprenticeships and/or Higher Education Increased work experience and apprenticeship opportunities. • Deliver high quality and inclusive education and training for all learners across local communities • Provide first-class learning and teaching in excellent facilities Employers • Continue to develop highly skilled staff • Work towards positive outcomes for all students A better service for businesses who can access a far larger resource via a single gateway. Its greater reach and scale will enable the College to develop services in line with economic trends. • Create a single gateway for business and industry An increased flexibility for a demand-led approach. • Focus on setting and achieving the highest standards, sharing best practice and embedding a culture of vocational and academic excellence An increased range of training and apprenticeship frameworks.
The merged college will offer: The Colleges Bringing together the strengths of two organisations to offer more education and training opportunities for school • Full-time and part-time vocational courses (Entry Level to Level 3) leavers, higher education students and adults. • Higher Education (Level 4 through to pre-university, The opportunity to identify, share and implement best practice from both colleges. undergraduate and degree) The merged College will be more financially viable, sustainable and resilient. • Accredited professional courses The merged College will enable a co-ordinated approach to deliver high quality frontline services covering areas such • A-levels as teaching and learning and business development. • GCSE (English, Maths, Science and Biology) We will be able to offer students access to a wider portfolio of courses. • Access to Higher Education A better service will be provided for businesses who can access a far larger resource via a single gateway. • Apprenticeships Creating an organisation with increased strategic influence and capacity to engage nationally and regionally with partners, bringing greater benefits to our communities. • Higher Apprenticeships Working with a far larger network (both private and public sector) • Traineeships Shared technological advances. • The Prince’s Trust courses Stakeholders
The organisation will have an increased strategic influence and capacity to engage nationally, regionally, sub- regionally and locally with partners. A curriculum responsive to strategic and economic priorities. Staff
Enhanced personal and professional development opportunities. The chance to share skills and learn from one another. Greater opportunities for career advancement. Access to a wider range of resources, expertise and peer support.
8 Page 132 of 283 9 Proposed timescales Where we are of the merger THEs SKILLS ACADEMY
BEDE SIXTH
SRC FORM
Summer 2017 Merger proposal presented
July 2017 Proposal accepted
November 2017 Officially announced plans to merge STOCKTON RIVERSIDE COLLEGE March 31st 2018 Launch of consultation period and publication of Statutory Proposal By car Travel time between Redcar & Cleveland College Stockton Riverside College (via A66) 20 mins
By bus May 1st 2018 Travel time between Redcar and Stockton (changing at Middlesbrough Bus Station) 50 mins Consultation closes By Train Travel time between Redcar and Thornaby 18 mins May 2018 Consultation analysis Redcar & Stockton May 28th 2018 Cleveland College Riverside College Publication of response to consultation Corporation Road Harvard Avenue Redcar Thornaby– TS10 1EZ TS17 6FB
July 3rd-5th 2018 01642 473 132 01642 865 566 Approval by both college boards [email protected] [email protected] www.cleveland.ac.uk www.stockton.ac.uk August 1st 2018 Proposed date of merger SRC Bede Sixth Form, Marsh House Avenue, Billingham, Stockton-on-Tees, TS23 3HB The Skills Academy, Marsh House Avenue, Billingham, Stockton-on-Tees, TS23 3ET NETA Training Group, North Tees Industrial Estate, Stockton-on-Tees, TS18 2RJ NETA Training Group, Lustrum Industrial Estate, Stockton-on-Tees, TS18 2QQ 10 Page 133 of 283 11 Statutory notice of dissolution Further and Higher Education Act 1992
Redcar & Cleveland College Corporation, a Further Education Corporation, hereby gives notice, in accordance with the provisions of the Further and Higher Education Act of 1992 (the “Act”) and the Further Education Corporations Publication of Proposals, England Regulations 2012, of the proposal that Redcar & Cleveland College Corporation of Corporation Road, Redcar, TS10 1EZ (the “College”) be dissolved and that upon dissolution, the property, rights and liabilities of the College be transferred to Stockton Riverside College Corporation of Harvard Avenue, Stockton-on-Tees, TS17 6FB. The date proposed for the dissolution of the College is midnight on 31 July 2018. The proposed merger will affect all 2,379 students of the College, of which 466 are full-time students and 1,913 are part-time students (the “Students”). Provision will be made so that Students currently attending the College and who will have not yet completed their courses of study by the date of dissolution, will continue to complete their studies with the new merged college. A copy of the full proposal is available free of charge via email to [email protected] and will be sent to any person who requests it. The full proposal is also available on the College’s website www.cleveland.ac.uk. If anyone has difficulty in accessing the information via this medium, please contact Helen Carter-Smith, PA to the Principalship, on 01642 777 111. In accordance with the provisions of the Act, the College shall operate a period of consultation in which representations may be made to the College. Representations must be made before 1 May 2018. Representations should be made in writing and addressed to, Angela Livingstone, Clerk to the Corporation, Redcar & Cleveland College, Corporation Road, Redcar, TS10 1EZ. All representations received will be considered by the College before a final decision is made. A summary of the consultation and outcome will be published on the College’s website within two months of the end of the consultation period. Should anyone wish to request a copy of the summary of the consultation free of charge, please contact Helen Carter-Smith email [email protected] or call 01642 777 111.
12 Page 134 of 283 13 How to respond STOCKTON Have your say RIVERSIDE to the consultation COLLEGE Public Consultation Document Our plan for the merger of Redcar & Cleveland College and Stockton Riverside College will continue to be refined Redcar & Cleveland College and Stockton Riverside College as views from stakeholders and the public are collected. We welcome your feedback. The formal Statutory Notice can be found in The Gazette (Teesside) and The Mirror newspapers. The formal consultation period runs from March 31st 2018 to May 1st 2018. All responses must be received by May 1st 2018. Governors at both colleges would be very grateful if you could read our Consultation Document and respond to the questions below. Please send your completed form to the address on page 14 by May 1st 2018. You can respond in a number of ways: A consultation questionnaire can be found at the back of this document. Name: Please fill in and return this to the address below. Preferred Contact: Email/Postal Address Other responses and representations can be made by email or post to the address below.
Please select the category which best describes you: Angela Livingstone, Clerk to the Corporation, Learner FE or 6th Form College Local Community H.E Institution Redcar & Cleveland College, Parent School Local Government Employer Corporation Road, College Staff Local Business Government Body Other Redcar, TS10 1EZ 1.Do you support the proposed merger of Redcar & Cleveland College and Stockton Riverside College? Email: [email protected] YES NO UNSURE
If YES, what advantages do you see from the proposed merger of our two colleges?
If NO, what disadvantages do you see from our proposed merger and what alternative options would you suggest?
If UNSURE, please let us know why:
14 Page 135 of 283 15 2. Do you think that any group, including students and staff would be adversely affected by the merger plans?
YES NO UNSURE
Comments:
3. Do you agree with and support the proposed vision, aims and benefits of the new merged College?
YES NO UNSURE
Comments:
4. Are there any additional comments that you would like to make regarding the proposed merger?
Comments:
16 Page 136 of 283 Member Report Highways Capital Programme 2018/19
Public
To: Cabinet Date: 1 May 2018
From: Corporate Director for Adults and Communities Decision Key - Budget type: Portfolio: Economic Growth Forward Plan reference: AC007 Priority: Good connections
Ward(s): ALL
1 What is the purpose of this report?
1.1 The purpose of the report is to seek Cabinet approval for the outline Highways & Transport Capital Programme for 2018/19, in accordance with the Local Transport Plan 2011-21 capital settlement.
2 What is the background to this report?
2.1 Set out in the Council’s new Corporate Plan is the key priority of delivering “Good Connections” where we aim to strengthen our transport network, to get people moving better by road, rail, cycling and walking. We also aim for transport to contribute to the priority of ‘Prosperity for all’.
2.2 Redcar & Cleveland is a very diverse borough in terms of communities, employment and geography. Highways and transportation networks are crucial to the success of the economy of the Borough. 2.3 Our Regeneration Masterplan and Growth Strategy aims to see 14,000 new jobs in the borough; 800 businesses created and supported; 7,000 new homes; £1bn direct private investment and £265m direct public investment. 2.4 In addition, in March 2018 we agreed ambitious Growth Plans for each area within the borough. This includes strategic investment in our highways network where it promotes local growth and as a result our capital delivery plan will directly contribute to this.
2.5 The Tees Valley has ambitious plans to grow the local economy. Over the next 10 years, we are seeking to create 25,000 new jobs and build 22,000 new homes, as set out in our joint Strategic Economic Plan (SEP).
2.6 We have recognised that transport is central to helping to deliver the SEP, to manage our impact on the environment, and to help people that live and work in Tees Valley to fulfil their potential. A first class transport system is required where people and goods are able to move easily and safely.
Page 137 of 283 2.7 As part of its remit, Tees Valley Combined Authority (TVCA) has become the Transport Authority for the Tees Valley with overall responsibility for strategic transport planning. For this purpose, a draft Strategic Transport Plan has been developed based upon five themes, which are closely linked together and will all require improvement in order to meet the overall transport vision of Tees Valley. The five key themes are:
• National Rail. • Major Roads. • Connecting Centres. • Supporting Economic Growth. • Local Journeys.
2.8 The five constituent local authorities remain the Highways Authorities for our areas and have a crucial role to play in addressing the transport and strategic economic objectives. For this purpose, we implement the Redcar & Cleveland Local Transport Plan 2011-21 (LTP). This addresses the key local and national transport objectives of:
• The Reduction of Carbon Emissions; • Supporting Economic Growth; • Promoting Equality of Opportunity; • Contributing to Better Safety, Security and Health; • Improving Quality of Life and a Healthy Natural Environment.
2.9 The LTP is funded through the Department for Transport (DfT) and is divided into two specific areas; the Integrated Transport Block and the Structural Highways Maintenance Block.
2.10 In addition to the LTP the Council is currently in the process of producing our Transport Strategy to complement the Tees Valley Transport Plan, the SEP and our Area Growth Plans. This will be the subject of a future Cabinet report and will include themes such as:
• Facilitating growth in economic and industrial areas • A vibrant public transport network • Connecting the borough with the main road network and providing strong links to the Tees Valley and beyond • Growing our visitor economy (integrated routes, parking, buses, coaches, and caravans) • Access to work particularly to contribute to tackling disadvantage and inequality • Green travel
2.11 The development of this work is important as the direct funding the authority receives under the two DfT blocks is only a small amount of the transport funding available in the region. Our future work will allow us to have ‘spade ready’ major schemes to contribute to our economic growth which we can use to access funding streams both in the Tees Valley and beyond. 2.12 The LTP delivery plan will seek to support the Council’s work within all key priority themes with either a direct or indirect link through the national priorities. The development of the provisional programme has been based on grant funding allocations, needs assessment and external funding requirements.
Page 138 of 283
2.13 The Programme of Funding
The funding from DfT is provided as capital grant (not supported borrowing), although it is not ring fenced. The grant funding allocations are separated into two distinct areas:
• Integrated Transport Block Allocation (ITB) – Funding to address the regeneration and transport shared priorities;
• Highways and Structures Maintenance – Funding to address capital highways and structures maintenance.
2.14 Council funding through prudential borrowing has been allocated for Highways and Drainage Improvements as a five year programme to improve infrastructure within the borough. An allocation has also been received through the Highways Innovation Fund. This is reward funding from DfT for the quality of the Council’s highway maintenance procedures and past maintenance performance.
2.15 Integrated Transport Block Allocation: This funding has been calculated by the Department of Transport (DfT) through a needs based formula. It is initially allocated to the Tees Valley Combined Authority (TVCA) as the transport authority for the sub-region. Our share of the allocation is then passed from TVCA to the Council. ITB funding is crucial to help local authorities improve road safety, stimulate local economies by reducing congestion, and deliver social justice to their local communities.
2018/19 Allocation £853,000
2.16 Highways and Structures Maintenance: This funding is also calculated by DfT through a local needs and roads length formula. DfT believes essential highway maintenance continues to be a priority, reflecting the economic and social importance to local communities, the need to safeguard the largest single local public asset and the liabilities for future years that can be created from short-term cuts in maintenance.
2018/19 Allocation £1.693million
2.17 The Highways Innovation Fund is an additional grant from DfT for structural highways maintenance based on the Council’s good performance in previous years on the maintenance of the highways network.
2018/19 Allocation £354,000
2.18 Drainage
The project aims to address flooding issues following investigation works to identify problems
Page 139 of 283
2018/19 Allocation £200,000
2.19 Highway Improvements
DfT has created a national funding pot called the National Productivity Infrastructure Fund (NPIF) to address congestion issues on major roads and improve the flow of traffic. Redcar and Cleveland Borough Council has been awarded £2.0 million of NPIF funding towards a £2.6 million project to improve the A171 / Flatts Lane and Swan’s Corner Roundabout junctions by March 2020. As part of this project, the Council is required to make a financial contribution of £200,000 as match funding.
2.20 We also need to allocate funding towards a NPIF improvement scheme at Tees Dock Road Roundabout that will be implemented in 2018/19. This will act as match funding for a £480,000 NPIF grant that we received towards this scheme and the A174 Greystones to Lazenby Improvements.
2018/19 Allocation A171 NPIF Scheme £200,000 A66/A1053 Tees Dock Roundabout £200,000
2.21 Potholes
The Council has received funding from the Pothole Action Fund and we are awaiting confirmation of the allocation for 2018-19. The Council has specialist teams led by the highway inspector who tackle potholes across the borough to ensure an integrated and timely response.
2.22 Outlined in Appendix A is a more detailed breakdown of proposed schemes under the capital programme. This is based on funding allocations and restrictions, external funding requirements, consultation and detailed assessment work carried out each year highlighting the condition of the network. In addition, Appendix B outlines an indicative programme over the 5 year period of the Council’s capital programme. This is only indicative and dependent on central government maintaining the same level of funding in future years.
3 Who will this benefit and how?
3.1 The concepts and principles aimed at achieving these priorities have been developed through our involvement with:
• Local people, through Council Members, residents associations and voluntary organisations; • Transport planners and operators, including neighbouring Tees Valley authorities, the Highways Agency, Council departments, bus and train operating companies and taxi operators; • Business, including major employers, new developers, chambers of commerce and other representative bodies; • Interested groups, including environmental organisations, user groups, pressure groups and special interest groups;
Page 140 of 283 • Health & safety organisations, including local health authorities; • Police, fire and ambulance services.
3.2 Delivery of the LTP will provide benefits for each of these groups.
4 Who have we consulted?
4.1 The key priorities within the LTP 2011-21 have been developed in partnership with key stakeholders and with widespread consultation to reflect the external factors that are affecting service delivery.
4.2 Further detailed consultation will also take place as schemes progress through their respective feasibility stages. In particular, this will apply to schemes that may have a significant impact on frontages, schools, businesses or significant numbers of road users.
5 How will it deliver our priorities and improve our performance?
5.1 The delivery of highway and transportation improvements will assist the strategic priorities: • Strong and confident communities; • Attractive and vibrant places; • Good connections; • Clean and safe environment.
5.2 The LTP 2011-21 sets out the rationale for intervention and improvements to bring about benefits linked to economic growth and carbon reduction as well as road safety and accessibility. The rationale for each of the themes outlined for expenditure is covered in Appendix A. This has been developed jointly with the other Tees Valley local authorities and has received funding approval from DfT. This report now sets out the proposed capital programme of schemes and measures for 2018/19.
5.3 The balance of highways and transport priorities can be adjusted to reflect more fully the direction of the Council as part of Shaping Our Future. The aim is to align interventions and improvements and develop a rolling programme of schemes covering a 3 to 5 year programme. There needs to be some flexibility within these programmes to account for annual condition survey results and changes in circumstances including accident trend data.
6 What are the risks and resource implications?
Type of Applicable? Details Risk/ Implication Health and Yes Works undertaken will seek to reduce the incidence of Safety road traffic accidents and casualties in the Borough.
Social Yes Works undertaken will seek to improve highways and Value: transportation conditions for residents and visitors to make the Borough a more attractive location to live, work and visit. We will aim to maximise the work internally or
Page 141 of 283 using local employment opportunities where possible.
Legal Yes All works undertaken will comply with the necessary highways and transportation acts.
Financial Yes Capital grant funding is provided to the Council by DfT through the Integrated Transport Block and the Structural Highways Maintenance Block to pay for works undertaken. The levels of funding vary year-on-year.
Human Yes A large amount of the programme outlined will be Resources delivered by the Council’s in-house Highways Delivery Team. This will require us to ensure we have adequate and well skilled resources in place to deliver the work programme. Part of this will ensure we recruit and train staff to deliver the best results possible. Some areas of the workforce remain on Carillion Terms and Conditions following their TUPE transfer. A service review is currently being delivered to move these staff to RCBC Terms and Conditions and is anticipated to be completed by May 2018. Equality and Yes The impact will specifically be positive for disabled users Diversity of the highway network while there will be a general positive impact for all other users of the highway network.
Carbon Yes The Local Transport Plan 2011-21 sets out the rationale Footprint for intervention and improvements to bring about benefits linked to carbon reduction as one of the key local and national transport and environmental objectives.
Other No (please specify)
6.1 Equality analyses for Cabinet decisions are published alongside the reports in the ‘Cabinet and committee papers section’ of our website at www.redcar-cleveland.gov.uk/decisionmaking and should be read in conjunction with the recommendations in the report.
7 What options have been considered?
7.1 The transport capital funding is no longer specifically ring-fenced, however, highways and transport are issues that are regularly raised in consultations with the public and stakeholders. Failure to spend the allocated funding on transport improvements could lead to the funding being discontinued by DfT in future years, which could have a negative effect on the conditions of our road infrastructure.
8 What is the reason for the recommended option?
8.1 The rationale for each of the themes outlined for expenditure is covered in Appendix A. This has been developed jointly with the other Tees Valley local authorities and has received funding approval from DfT.
Page 142 of 283 9 Recommendations
9.1 It is recommended that the Cabinet approve the 2018/19 Highways Capital Programme as set out in Appendix A to this report.
10 0BAppendices and further information
10.1 Appendix A – Proposed Capital Spending Programme Appendix B - Indicative future years programme
11 Background1B papers
11.1 No background papers other than published works were used in writing this report.
12 Contact officer
12.1 Name: Michael Greene Position: Assistant Director Neighbourhood and Customer Services Address: Redcar & Cleveland House, Kirkleatham Street, Redcar TS10 1RT Telephone: 01642444346 Email: [email protected]
Page 143 of 283 Appendix A - Proposed Capital Spending Programme
Total available funding for 2018/19
A. Integrated Transport Schemes £ 853,000 B. Highways and Structures Maintenance £1,693,000 C. Highways Innovation Fund £ 354,000 D. Drainage £ 200,000 E. Highways Improvements £ 400,000
Total funding 2018/19 £3,500,000
The allocations shown are the base budget allocations for 2018/19. These may be increased if there is a carry-over of underspend funding available from 2017/18. Details of the proposed programme is listed below
A . INTEGRATED TRANSPORT SCHEMES (BUDGET £853,000)
This is the indicative allocation previously provided by DfT. It is 21% lower than the total for 2017/18.
The proposed programme consists of a wide range of measures designed to achieve the key objectives of the local transport strategy. Where possible, specific schemes have been identified; in other categories the types of measures have not been identified at this stage as this provides flexibility through the year.
For areas where specific schemes have not been identified this is carried out through the year using existing priority lists, consultation with communities through initiatives such as safer streets and condition surveys.
Key to determining how expenditure takes place is the need to demonstrate value for money and achieving the best outcomes for the level of spending proposed. It will be necessary to demonstrate which measures have the best chance of success based on experience in Redcar and Cleveland and other authorities.
The programme shows the level of work that will be undertaken within the limits of the funding settlement. Additional funding sources will be pursued to provide additional measures and supplement the Local Transport Plan 2011-21 funding where opportunities arise.
Proposed Capital Programme: Integrated Transport Block 2018/19 Details of Work Programme
Bus Network Activity Proposed Funding Improving the punctuality and reliability of bus services to £75,000 benefit those residents who do not have access to private motor travel.
Bus Network Sub-Total £75,000
Walking Activity Address local disabled access issues: £15,000 Requests from individual residents for footway amendments
Page 144 of 283 to allow wheelchair access and route improvements for access to bus stops.
Improve access to the countryside, coast and National Park £68,000 and address actions from the Rights of Way Improvement Plan – Multi-Modal Routes in support of Activity Tourism.
Walking Sub-Total £83,000
Cycling Activity Improve access to cycle routes throughout the borough, 20,000 through improved surfacing and signage.
Cycling Sub-Total £20,000
Traffic Management Activity Improve security and quality of visitor car parks in coastal £80,000 and rural towns.
Implement programme of small scale Traffic Management £125,000 measures.
Implement electric vehicle recharging points in Council car £20,000 parks.
Investigate local hot spots including street level access £50,000 problems caused by parking congestion.
Traffic Management Sub-Total £275,000
Road Safety Activity Establish and implement a programme of road safety £250,000 schemes using data analysis and requests for service improvements.
Implement requests made under the Safer Streets £150,000 Programme.
Road Safety Sub-Total £400,000
Integrated Transport Block Total £853,000
B. HIGHWAYS AND STRUCTURES MAINTENANCE CAPITAL (BUDGET £1.693,000)
The Highway Maintenance allocations have been provisionally assigned to cover the three main types of remedial works, strengthening and reconstruction, resurfacing and surface treatment. The latest network assessment has been used to determine where the most efficient use of capital resources can be applied. Each annual survey will refine the indicative programme. The schemes contribute to regeneration and the efficient movement of people and goods while complying with the Council’s legal obligations.
Page 145 of 283 The annual block of funding is shown below separated into the three main treatment types and bridge maintenance. The scale of the programme will be refined based on outturn prices to match the available level of funding.
Provisional Spending Programme Highways Maintenance Block 2018/19
Strengthening and Reconstruction £800,000 Resurfacing £720,000 Surface Treatments £73,000 Bridge Works £100,000
TOTAL £1,693,000
The Council’s policy for efficient highway maintenance includes strategies to prolong the life of a road by use of cost-effective treatments applied before serious deterioration occurs. Structural and resurfacing schemes are prioritised on a needs basis determined by condition assessments. These involve SCANNER, CVI and skid-resistance surveys to determine the sections of roads that are most in need of treatment.
Works will be carried out using a combination of contractual arrangements and the Council’s highways workforce.
C: HIGHWAYS INNOVATION FUND (BUDGET £354,000)
TOTAL £354,000
This funding has been awarded to the Council by DfT as additional funding for structural highways maintenance based on the Council’s good performance in previous years on the maintenance of the highways network.
D: DRAINAGE PROGRAMME (BUDGET £200,000)
Drainage Schemes to be implemented £200,000 following investigation works TOTAL £200,000
E: HIGHWAYS IMPROVEMENTS (BUDGET £400,000)
A171 NPIF Scheme A66/A1053 Tees Dock Roundabout TOTAL £400,000
Page 146 of 283 PROPOSED FUNDING INTEGRATED TRANSPORT BLOCK Bus Network Activity 2019/20 2020/21 2021/22 2022/23 Improving the punctuality and reliability of £75,000 £75,000 £75,000 £75,000 bus services to benefit those residents who do not have access to private motor travel. Bus Network Sub-Total £75,000 £75,000 £75,000 £75,000
Walking Activity Address local disabled access issues: £15,000 £15,000 £15,000 £15,000 Improve access to the countryside, coast £68,000 £68,000 £68,000 £68,000 and National Walking Sub-Total £83,000 £83,000 £83,000 £83,000
Cycling Activity Improve access to cycle routes 20,000 20,000 20,000 20,000
Cycling Sub-Total £20,000 £20,000 £20,000 £20,000
Traffic Management Activity Improve security and quality of visitor car £80,000 £80,000 £80,000 £80,000
Implement programme of small scale Traffic £125,000 £125,000 £125,000 £125,000 Management measures. Implement electric vehicle recharging points £20,000 £20,000 £20,000 £20,000 in Council car parks. Investigate local hot spots including street £50,000 £50,000 £50,000 £50,000 level Traffic Management Sub-Total £275,000 £275,000 £275,000 £275,000
Road Safety Activity Establish and implement a programme of £250,000 £250,000 £250,000 £250,000 road safety Implement requests made under the Safer £150,000 £150,000 £150,000 £150,000 Streets Programme. Road Safety Sub-Total £400,000 £400,000 £400,000 £400,000
Integrated Transport Block Total £853,000 £853,000 £853,000 £853,000
Highway Maintenance Block Strengthening and Reconstruction £800,000 £800,000 £800,000 £800,000 Resurfacing £720,000 £720,000 £720,000 £720,000 Surface Treatments £73,000 £73,000 £73,000 £73,000 Bridge Works £100,000 £100,000 £100,000 £100,000 HIGHWAY MTCE BLOCK TOTAL £1,693,000 £1,693,000 £1,693,000 £1,693,000
Innovation Fund £354,000 £354,000 £354,000 £354,000
Drainage Asset Capture and Flood £200,000 £200,000 £200,000 £200,000 Defence
Highways Improvement Schemes £400,000 £400,000 £400,000 £400,000
Page 147 of 283 Member Report Investment in Our Schools 2018-19
Public
To: Cabinet Date: 1 May 2018
From: Corporate Director for Children and Families Decision type: Executive
Portfolio: Children Forward Plan reference: CF0005 Priority: A brighter future for our children
Ward(s): All wards
1 What is the purpose of this report?
1.1 The purpose of this report is to set out the Authority’s investment programme for 2018/19 and our proposed approach to backlog maintenance associated with the schools estate.
2 What is the background to this report?
2.1 Department for Education (DfE) School Condition Allocations (SCA) for the 2018/2019 financial year in respect of our maintained schools have been confirmed by the DfE. The DfE advised in their October 2017 update that it is maintaining its existing funding approach for Schools into 2018/19. The DfE are then planning a review of their funding approach for 2019/20 and beyond. Longer term proposals for the ‘investment and regeneration of the schools estate’ are planned to be advised early in 2018.
2.2 The DfE have confirmed the SCA for 2018/19 for the Council’s maintained schools is £963,328. This figure excludes any allocations for schools that converted to Academy status within the previous financial year. What isn’t clear is whether the allocation includes the 10 primary schools expected to convert to Academies on the 1st April 2018 under the Galileo Multi Academy Trust and we await clarification. Until such time it is the intention to retain a sum as ‘unallocated’ pending confirmation by the DfE. In the event confirmation is received that the SCA allocation is indeed only for LA maintained schools, it is proposed that the Corporate Director for Children and Families Service allocates the remaining funding as appropriate to condition needs in the maintained school estate.
2.3 The purpose of the capital maintenance grant funding is to support the Authority in meeting its statutory obligations under Section 22 of the Schools Standards Framework Act 1998 and addressing local needs and priorities – to ensure that our maintained schools are safe to occupy, warm and weather tight.
2.4 The DfE have also announced the allocation of a one off grant, the Healthy Pupils capital Fund’ for 2018/19 only, to responsible bodies for schools. This report notes the allocation of £90,883 to the Authority to improve children’s physical and mental health by improving and increasing availability to facilities for physical activity, Page 148 of 283 healthy eating, mental health and wellbeing and medical conditions.
2.5 The report also sets out initial proposals for the programming of the Council’s Basic Need funding allocation in 2018/19. The Council will receive £1,723,023 in 2018/19 and £869,869 in 2019/20 to assist the Council providing new pupil places in schools in its area. Local authorities have a duty to ensure that there are sufficient school places in their area. 2.6 The money allocated is in respect of our obligations to all those schools which are not voluntary aided or academy status. Therefore, the Council has 18 primary, 2 secondary, 2 special schools and the PRU to maintain. Our academies receive their funding direct from central government.
2.7 The spend outlined in the report has been agreed by the Schools Organisation Group and Children and Families Services DMT and established in the Council’s budget.
The Proposed Programme of Work 2018/19 – Capital Maintenance
2.8 Basis of Works Planning
A number of sources of information have been used in order to set the priorities for estate expenditure. These are:
• Building Condition Surveys carried out by the Authority’s in-house Building Surveyor between October 2015 and January 2016; • Detailed site knowledge from our engineers; • Information received from schools in relation to particular concerns and assessments carried out by our Health and Safety Team; • Statutory inspection completed in relation to electrical installations, boilers and pressure vessels; and, • The publication in January 2015 of the Education Funding Agency (EFA) commissioned School Property Data Survey’s, these are being updated at present with updates not as yet published.
2.9 In 2017/18 a total budget of £1,146,479 was available for Capital maintenance work. It is expected that the outturn spend will be in the order of £970,000. 2017/18 saw the successful delivery of the majority of the programmed works, with unspent resources being rolled forward as they relate to ongoing commitments with 12 schools. All schools have now been surveyed for condition and asbestos content, with updated asbestos management plans in place for all schools.
2.10 Management of the School Estate
The Schools Organisation Group (SOG) considers school estate issues. This group meets regularly and includes representatives from Children and Families Services, Corporate Resources and also from the Redcar and Cleveland Education Improvement Partnership (SCIP) and Primary Cluster Groups.
2.11 SOG has considered and agreed the programme put forward within this report and will continue to meet on a regular basis in order to monitor progress of programme delivery and to discuss and agree reaction to emerging issues in relation to the schools estate. The proposed programme of Capital Maintenance Spend is appended to this report as Appendix A. The following sub headings at 2.11 to 2.16
Page 149 of 283 relate to spend headings in the attached Appendix.
2.12 Major Planned Preventative Maintenance Works
This work comprises major works which are typically (but not exclusively) completed during the summer holiday period, such as boiler plant replacement, rewires and re- roofing works. These works have been prioritised on the basis of a combination of detailed knowledge from our facilities management engineers and data from statutory inspections, cross referenced with the recently issued EFA and in house condition surveys. There is a considerable weighting toward roof repair due to the ageing of a number of school flat roofs that need attention to prevent further issues with water ingress and damp etc. The programme in 2018/19 is more modest than previous years (at £497,000) to reflect budget availability, though the number of maintained schools is declining.
2.13 Programme of Minor Works
These works typically include small scale essential mechanical and electrical replacements, external window and door replacements, internal and external building fabric work, smaller scale roof replacements and Health and Safety related works. A total allowance for this programme in 2018/19 is £115,000.
2.14 Major Projects/Existing Commitments Fund
It is noted that as the Condition funding is relatively modest, and thus funding for major projects cannot be justified from this fund. A sum of £40,000 has been set aside to cover the provision of temporary accommodation for Archway, pending completion of the refurbishment of the former Teesville Infants, which is not expected to complete until early 2019.
2.15 Emergency Works/Contingency
An allowance of £50,000 is proposed to be set aside to cater for ‘emergency works’ across the maintained school estate, which typically relates to sudden failures of plant or emerging health and safety issues that are over and above the schools ability to meet sudden costs from their repairs and maintenance budgets.
2.16 Capitalisation
A sum of £35,000 has been set aside to recover some of the in house project management cost incurred.
2.17 Further Survey Works Required
A rolling programme of survey updates will now commence, to allow a continuing monitoring of condition. This will require budget provision and has been allocated in the programme. This allowance will also cover any other small scale survey or design requirements into technical issues, asbestos, new scheme feasibility etc.
The Proposed Programme of Work 2018/2019 –
There are three main funding sources for the Programme of Work. These are a Basic Need Funding; Healthy Pupils Capital Fund; Priority Schools Building
Page 150 of 283 Programme and Additional House Building.
Basic Need Funding
2.18 The Council has been awarded £1,723,023 in 2018/19 and £869,869 in 2019/20 from the DfE’s Basic Need funding programme. This funding is dedicated to assist local authorities to provide new pupil places by expanding/adapting existing schools or establishing new provision. Funding is allocated based on annual returns to the DfE predicting pupil demand against available capacity. It should be noted that the funding allocation for 2020/21 is expected to be announced in Spring 2018, which will assist forward planning.
2.19 An assessment is being undertaken reviewing the need for additional capacity across the estate. This is somewhat complicated by a number of major housing developments being approved at the Outline Planning Permission stage, but yet to come forward for reserved matters and commitment to development on site. Basic Need funding is likely to be needed to be aligned with Section 106 planning agreement funding to create sufficient space in certain areas if outline permissions become committed development, such as the Nunthorpe/Ormesby area and Marske. In addition, considerable investment in SEN places is required to cater for growing need and to minimise the number of pupils who are having to be educated out of the Borough.
2.20 One scheme has already been committed with 2018/19 Basic Need being used to match fund other DFE funding, as below:
1. Pathways School – relocation, rebuild and capacity expansion from 66 to 100 as part of the Priority Schools Building Programme. Cabinet agreed to the allocation of £725,000 at its meeting in October 2017.
The following projects are proposed to be commenced in 2018/19, part funded from the Council’s Basic Need allocation:
2. Belmont Primary School – expansion from 1.5 form entry to 2 form entry. A first phase was implemented in 2017/18 with the conversion of an ICT suite into a standard classroom to cater for a bulge class. It is proposed to build on this with a further 2/3 phases to expand the school to a full 2 form entry to cater for continuing pupil growth and expected pressure. The total cost of the phase in 2018/19 is currently expected to be in the order of up to £150,000.
3. Kirkleatham Hall School – commencement of a phased expansion and internal remodelling to cater for 20 additional SEN places and extending the current main hall which is currently inadequate for the scale and range of use required in a special school of this nature. The proposed works are being designed in conjunction with the wider development of the Kirkleatham Estate, and in particular the revised circulation and parking arrangements. The phased development plan is currently expected to cost between £1.5 - £2m. The work proposed in 2018/19 will involve the commencement of the first phase of extension, which will start to add capacity in the primary wing of the school. An indicative £200,000 Basic Need is proposed, but would need additional funding from the school to contribute to these works.
Page 151 of 283
Healthy Pupils Capital Fund
2.21 The DfE announced this one off capital fund with the Schools Condition funding, and as such is administered through the accountable body for maintained schools. Academy schools will have access to funding direct. The funding has been made available from Government revenue generated from the Soft Drinks Industry Levy.
2.22 The Council has been allocated £90,883 for its maintained schools. The guidance advises the Council has the flexibility to distribute funding based on local priorities and need, but the funding must be used to improve children’s and young people’s physical and mental health by improving and increasing availability for physical activity, healthy eating, mental health and wellbeing and medical conditions. Examples of possible spend are quite broad, but must be capital based, and include building and refurbishment of sports facilities, teaching and catering kitchens, dining space and equipment, spaces for mental health provision, outdoor play, gardens, sports facilities, equipment/facilities for pupils with disabilities and smaller scale spend on equipment. A fair and equitable funding allocation approach is being developed and will be agreed with the Schools Organisation Group.
Priority Schools Building programme Round 2
2.23 In July 2014, the Council submitted individual applications for 10 schools to the ESFA’s Priority Schools Building Programme Round 2 (PSBP2). This programme is the Government’s current main schools investment initiative and is related to schools building condition, with applications aligned with the ESFA commissioned building surveys. Suitability was not taken into account.
2.24 The Council was successful in securing funding through this programme for Pathways (a special school) and the Greystones vocational facility of Archway (formerly EOTAS). The Council is now nearing completion on an agreement with the ESFA to deliver the following:
1. A replacement, and expanded Pathways in a new build for 100 pupils on a cleared site on Corporation Road, Redcar; and, 2. Provision of a new facility for Archway’s at the former Teesville Infants School, which will be refurbished with PSBP2 funding. Both projects have been formerly approved by Council.
Additional House Building
It is proposed to commence feasibility study work within 2018/19 to plan the deployment of planning agreement resources in the Nunthorpe area.
3 Who will this benefit and how?
3.1 The Investment Plan for the Schools Estate will benefit school staff, pupils, parents and communities by maintaining our school estate in a condition which continues to meet our statutory requirements.
Page 152 of 283
4 Who have we consulted?
4.1 Internal advice has been sought from Asset Management, the Health and Safety Team and Children and Families Services. The Schools Capital Projects Group will continue to refine the proposals ahead of delivery.
4.2 External advice has been considered from the EFA in respect of the condition surveys analysed to develop the programme of backlog maintenance.
5 How will it deliver our priorities and improve our performance?
5.1 The primary ‘Our Flourishing Future’ priority that the spend programme delivers against is that relating to ‘A Brighter Future for our Children’. The programme will assist the work of our schools in ensuring access to good education to our young people. In addition, the project will contribute toward the careful targeting of scarce resources in investment that will assist maintaining our schools portfolio thus preventing future costs.
6 What are the risks and resource implications?
Type of Applicable? Details Risk/ Implication Health and Yes The proposed works will help ensure the Council meets Safety its obligations to keep its maintained schools safe, warm and weathertight.
However it should be noted that the quantity of works required to meet outstanding backlog maintenance are in excess of funding available, and thus works have to be prioritised based on need.
Social Yes The proposed works will be procured using the Council’s Value: existing procurement processes, and given the values and experience of letting similar works, successful contractors are expected to be local or sub regional in the main.
Legal Yes The backlog maintenance identified needs to be completed in order for the Authority to meet its statutory obligation in respect of maintained school provision.
The Council must be mindful that it can face legal challenge from schools as they convert to academies if they feel the Council has not invested sufficiently in their
Page 153 of 283 property. To ensure such challenges can be defended the Council must continue with a needs based investment programme as set out here within funding available.
Financial Yes The identified maintenance works are proposed to be funded through grant funding.
Identified schemes to invest in pupil capacity will utilise Basic Need grant, but also require a proportion of funding from the Council or other sources, notably that for Kirkleatham Special School, but will only be developed in line with identified budget availability.
The DfE previously advised that funding would remain fairly constant over a 3 year period from 2015/16 to 2017/18 to enable forward planning. This has been maintained into 2018/19. After this period the DfE is expected to review its allocation criteria and strategy for ongoing school estate investment and regeneration. This is expected to be announced Spring 2018. The Council need to be mindful the funding gap between condition need and funding available is likely to widen and thus condition will worsen despite investment being made.
Officers are drafting a report providing a forward plan of proposed investment in the schools estate to cater for additional capacity that is required to reflect changing pressures in the Borough, such as the need for additional Special Educational Need places and mainstream places due to population change and parental preference. This will be brought later in the year and will build on the development proposals set out here. However, there are some pressing investment needs to create required pupil capacity, which are proposed to commence imminently.
Human No The proposals will be managed through existing staff in Resources the Place Investment Team and works contracted through property Services or managed exertnally where necessary.
Equality and Yes There will be a positive impact on equality and diversity. Diversity The nature of the programme is to maintain and improve our schools estate and address issues that could have a negative impact on equality. Any changes to the provision of school places will be subject to separate consultation and the main driver for the programme is to maintain a sustainable school estate that meets the needs of pupils, parents, staff and wider community.
Carbon Yes The backlog maintenance programme includes boiler Footprint replacement schemes, roofing work including insulation, window replacements and electrical work which will help
Page 154 of 283 reduce our carbon footprint.
Other No (please specify)
6.1 Equality analyses for Cabinet decisions are published alongside the reports in the ‘Cabinet and committee papers section’ of our website at www.redcar-cleveland.gov.uk/decisionmaking and should be read in conjunction with the recommendations in the report.
7 What options have been considered?
7.1 The body of this report details the recommended course of action in relation to Investment in School. A number of options have been considered but these require additional capital investment that has not been identified as available. The option proposed, given resource availability, is as set out below and in the attached Appendix A.
7.2 A proportion of cost has been left in reserve, pending the resolution of the allocation of funding by the DFE to the proposed Galileo Trust. On confirmation the Trust have their own allocation separate from the Council, the reserve funds will be released for works as detailed or defined by the Corporate Director for Children and Families Services.
8 What is the reason for the recommended option?
8.1 The recommended option will provide investment in essential cyclical maintenance, address the worst backlog maintenance issues throughout the estate and commence identified critical capacity investment work.
9 Recommendations
9.1 It is recommended that:
1) The Authority should progress the recommended programme of works set out as in Appendix A, which will be funded by the DfE grant available from the Schools Condition Allocation and the Basic Need Grant;
2) Members delegate the finalisation of the funding allocation arrangements to the Corporate Director for Children and Families Services following consultation with the Schools organisation Group; and,
3) In the event that minor changes are required to the programme, and/or the clarification on the Academy converter sum is clarified, Delegated Authority is given to the Corporate Director for Children and Families Services and Director of Corporate Resources to approve adjustments to the outlined spend programme in consultation with relevant Portfolio holders.
Page 155 of 283 10 0BAppendices and further information
10.1 Appendix A - Proposed Budgetary Allocation Table.
11 Background1B papers
11.1 No background papers other than published works were used in writing this report.
12 Contact officer
12.1 Name: Ian Dunn Position: Schools Capital officer Address: Redcar & Cleveland House Telephone: 01642 771162 Email: [email protected]
Page 156 of 283 Appendix A - Proposed Schools Investment 2018/19
Schools Capital Maintenance Budget
existing Windows, Boilers/ commitments/ doors mechanical major projects REF School Minor Works walling works Rewire Roof fund 2 Bankfields £90,000.00 £45,000.00 3 Belmont 4 Caedmon £120,000.00 5 Chaloner £30,000.00 6 Coatham 7 Errington 8 Galley Hill 9 Grangetown £10,000.00 10 Greengates 11 Handale 12 Highcliffe £58,000.00 13 Hummersea 14 Ings Farm 15 J E Batty 16 Lakes 17 Lingdale £40,000.00 18 Lockwood 19 New Marske 20 Newcommen £20,000.00 22 Overfields 24 Saltburn (Huntcliff) 25 South Bank 26 St Peters CE 27 Teesville 28 Westgarth 29 Whale Hill £20,000.00 £84,000.00 30 Wheatlands 32 Wilton 34 K'Leatham £10,000.00 £20,000.00 35 Pathways £15,000.00 36 Archway £20,000.00 £40,000.00 38 Laurence Jackson H&S Floor works, 39 various £30,000.00 40 Brickwork, various Academisation agreed works 41 To be allocated
£115,000.00 £0.00 £170,000.00 £100,000.00 £227,000.00 £40,000.00 Total Minor Works Programme £115,000.00 Total windows and doors above £0.00 Total Major Replacements above £497,000.00 Demotes Academy Contingency on identified major converter 2017/18 works & Emergency fund £50,000.00 Capitalisation £35,000.00 Further Survey Works £15,000.00 Unallocated £211,328.00 Existing Commitments above £40,000.00 GRAND TOTAL £963,328.00
Available Budget EFA grant, assumption based on la £963,328
£963,328
Healthy Pupils Capital Fund Allocation for Redcar & Cleveland maintained Schools £90,883
Basic Need grant - Allocation of Funding
School Works £ Additional Spaces Pathways Rebuild/Extension 725,000 34 Belmont Primary Extension 150,000 30 Kirkleatham Hall School Phase 1 Extension 200,000 10 Total 1,000,000 74 Total Grant 1,723,023 grant to c/f 723,023
Page 157 of 283 Member Report Tees Valley Combined Authority Update Report
Public
To: Cabinet Date: 1 May 2018
From: Please select Decision type: For information
Portfolio: Economic Growth Forward Plan reference: Priority: All priorities
Ward(s): All
1 What is the purpose of this report?
1.1 This regular report updates Members on current activity at Tees Valley Combined Authority (TVCA) which may impact on the delivery of the Corporate Plan, the Council’s service delivery and communities within the Borough.
2 What is the background to this report?
2.1 Members have requested that a Tees Valley Combined Authority Update be presented at Cabinet meetings, setting out activity at TVCA which may impact on the delivery of services by the Council and communities within the Borough. The report draws on the TVCA’s own updates, Cabinet papers and other publicly available information to highlight those issues most relevant to Redcar and Cleveland. It is not intended to be comprehensive.
3 Who will this benefit and how?
3.1 This Report seeks to ensure that Members are aware of activities, opportunities and developments at TVCA which are most relevant to Redcar and Cleveland.
4 Who have we consulted?
4.1 This report is for information. It has not been subject to consultation however it has been considered by the Economic Growth Scrutiny Board.
5 How will it deliver our priorities and improve our performance?
5.1 Prosperity for All
5.2 Each quarter, TVCA publishes an Economic Update which provides an up to date analysis of economic, business and labour market trends across Tees Valley. Covering Business Growth, Research & Development, Education, Employment & Skills, and Place & Culture, the update provides a detailed account of economic trends in the Tees Valley, setting out key points of interest and illustrating them diagrammatically. The March 2018 update has recently been released and is available via the TVCA website.
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5.3 Consultation on the Masterplan for the South Tees Development Corporation is now complete. A supplementary planning document is now being prepared by Redcar and Cleveland Borough Council which will support the ambitions of the masterplan. This Supplementary Planning Document will be presented to the full Council for adoption alongside the Council’s Local Plan on 24 May.
5.4 A Brighter Future for Our Children 5.5 The TVCA Education, Employment and Skills Strategy, ‘Inspiring Our Future’ has now been approved. The Strategy was developed to meet the Tees Valley Strategic Economic Plan’s ambitions and also responds to the recommendations in the Heseltine Report, ‘Tees Valley: Opportunity Unlimited’. TVCA has identified interventions where analysis has shown that they can add value or fill gaps in the existing system. An Education, Employment and Skills Partnership Board has been established to bring together the key institutions responsible for delivery of the strategy and is keen to work in close partnership with existing provision.
The next steps include launching the Strategy, the development of a delivery plan for the Tees Valley Careers initiative and the development of an Education, Innovation and Collaboration Fund.
5.6 Good Connections 5.7 The Tees Valley Strategic Transport Plan has been approved by TVCA for consultation until August 2018. The Plan will guide transport investment decisions in the region until 2026 and reflects the overarching strategies set out by Transport for the North. Specific proposals of benefit to the Borough include better rail access to Teesport for freight trains, improvements to the road network to enable the South Tees Development Masterplan and investment in the local bus network. The Plan also provides the opportunity to investigate longer term solutions for the future needs of businesses and residents of the Borough – an example being the eastern crossing of the River Tees near South Bank. A report about the Plan is being taken to the Economic Growth Scrutiny & Improvement Committee on 26th April, where a representative from TVCA will give a presentation.
5.8 The proposals will be funded from various sources including the Tees Valley Single Investment Pot. This pot has recently been enhanced by the receipt of £59m from the Transforming Cities Fund, to be spent by 2022. This funding uplift gives the opportunity to increase the number of schemes that will benefit the Borough.
5.9 Enriching lives through culture and sport 5.10 The Tees Valley’s new destination brand Enjoy Tees Valley was launched in March 2018, along with the new website www.enjoyteesvalley.co.uk. This was publicised across the Tees Valley and social media and received significant press coverage. The site includes content from Redcar and Cleveland and will be updated regularly.
5.11 TVCA Cabinet received an update on culture, tourism and events across the Tees Valley in March 2018. This included activities undertaken by the Combined Authority in relation to Culture and Tourism, including progress at Kirkleatham Estate and Stable Block, and Red Barns, both in Redcar and Cleveland. A number of potential culture and tourism events and initiatives are being investigated and developed, including a City of Culture 2025 bid. .
Page 159 of 283 5.12 Other ongoing Tees Valley projects include contributing to national projects and initiatives, developing heritage attractions, scoping the potential of several large- scale sporting and other events and capacity building within the sector.
5.13 Improving the way we work 5.14 In March 2018, TVCA’s Cabinet considered the development of a Performance, Evaluation and Research Framework for the Tees Valley. This Framework will collate data to give an overview of performance and progress on delivering TVCA’s organisational objectives, including the Strategic Economic Plan, as well as facilitating the evaluation of projects and the use of devolved funds. It will also provide strong analysis to inform future commissioning and priority setting. The Council will contribute a range of data and information as required, but will also be able to draw on the resource as it develops.
5.15 What are the risks and resource implications?
Type of Applicable? Details Risk/ Implication Health and No Safety
Social Yes Tees Valley Combined Authority’s purpose is to Value: drive economic growth and job creation in the Tees Valley region. These are also major priorities for the Council, as set out in the Council’s Corporate Plan. Legal Yes This update report does not have legal implications in itself; however; the items contained within it may have legal obligations which will need to be considered in their own right. Financial Yes This update report does not have financial implications in itself; however, the items contained within it may have financial implications which will need to be considered in their own right. Human No Resources
Equality and Yes Many of the Tees Valley Combined Authority’s Diversity activities have synergies with the priorities set out in the Council’s Corporate Plan. These are intended to have a positive impact on all communities and in turn on equality and diversity. Carbon No Footprint
Other No (please specify)
Page 160 of 283 5.16 Equality analyses for Cabinet decisions are published alongside the reports in the ‘Cabinet and committee papers section’ of our website at www.redcar-cleveland.gov.uk/decisionmaking and should be read in conjunction with the recommendations in the report.
5.17 What options have been considered?
5.18 There are no options to be considered.
6 What is the reason for the recommended option?
6.1 To ensure Members are aware of current activity at Tees Valley Combined Authority (TVCA) which may impact on the delivery of services by the Council and communities within the Borough
6.2 Recommendation 6.3 It is recommended that Members note the contents of the report.
7 0BAppendices and further information
7.1 None
8 Background1B papers
8.1 No background papers other than published works were used in writing this report.
9 Contact officer
9.1 Name: Isabel Nicholls Position: Research and Policy Officer Address: Redcar and Cleveland House Telephone: 01642 444607 Email:[email protected]
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RESOURCES DIRECTORATE
DELEGATED DECISIONS
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Page 166 of 283 Delegated Power Record
Reference RES-18-025 Corporate Plan Priority Improving the way we work Delegation Title Project Implementation Services Delegated Power Number Award a contract - 450 Date of Exercise 09/03/2018 Cabinet Member Councillor Christopher Massey Assistant Director Phil Winstanley
Background to Decision:
Following the purchase of an Enterprise Licence for Civica Software, we need to implement the identified software to achieve the business outcomes, this decision enables the procurement of the appropriate services.
Considerations:
The need to bring business efficiencies and improvements to our customers in areas such as Direct Debits, Security and System upgrades and Reporting are part of the outcomes we are seeking.
Full details of decision:
To award a contract to Civica to provide implementation services to support the implementation plans for Civica. Product set using the Crown Commercial Services Framework – Local Authority Software Applications - Lot 2. The value of this is £24950. Contract period is April 2018 to September 2018.
Financial detail:
The cost of these measures is to be funded from the IT Capital program 18/19.
Delivering Social Value
The benefit from this project is that service improvement efficiencies will help the Council fund and deliver social value projects.
Reasons for Decision:
The approval will allow us to take advantage of the software purchased and improve services to the public at the same time as helping efficiencies.
Details of alternative options considered (if any) and reasons for rejection:
These services are only available directly from the supplier of the software, eliminating the usual options. Details of any conflict of interest declared by any Elected Member consulted in relation to the decision:
Page 167 of 283 This must be left blank. Business Support will seek this information from the Cabinet Member.
Details of any dispensation granted in respect of any conflict of interest:
This must be left blank. Business Support will seek this information from the Cabinet Member.
Background Papers:
N/A
Officer Name (Print) Les Dobson
Officer Signature
Submission date 06th March 2018
This request complies with the Contract Procurement Approval Procedure Rules
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Delegated Power Record
Reference RES-18-025 Corporate Plan Priority Improving the way we work Delegation Title Project Implementation Services Delegated Power Number Award a Contract - 450 Date of Exercise 09/03/2018 Cabinet Member Councillor Christopher Massey Assistant Director Phil Winstanley
Signatures
……………………………………...... Date 26/03/2018
CABINET MEMBER FOR RESOURCES
……………………………………...... Date07/03/2018
CHIEF FINANCE OFFICER
……………………………………...... Date08/03/2018
CHIEF LEGAL OFFICER
……………………………………...... Date 15/03/2018
CORPORATE DIRECTOR FOR RESOURCES
Page 169 of 283 Delegated Power Record
Reference RES-18-028 Corporate Plan Priority Improving the way we work Delegation Title Contract for the provision of Mayoral Chauffeur/Attendant/Macebearer Service Delegated Power Number 455 Approval is requested to exercise power of exemption to Standing Order in accordance with Section 10 of the contract procedure rules as the proposed contract relates to the following:
I) The nature of the market for the works to be carried out of the good or services to be provided has been investigated and demonstrated to be such that a departure from the requirements to the rules is justifiable.
Date of Exercise 12/03/2018 Cabinet Member Councillor Christopher Massey Assistant Director Steve Newton
Background to Decision:
The contract for providing the Mayoral Attendant/Chauffeur/Mace Bearing Service (which also includes the provision of a suitable vehicle, including fuel, insurance, road tax and maintenance charges) is due to expire on 31 March 2018.
Having reviewed the market it is evident that due to the specialised provisions in the contract there is no alternative provider able to provide a service to the specifications of the contract at this current time. It is recommended to offer a 1 year contract to the current provider, Mr John McArdle, on the existing payment terms and conditions.
Considerations:
We have considered separating this into lots but the ad hoc nature of the duties means that this would be difficult to coordinate and would lead to higher budget costs which are not available in the current climate.
Full details of decision:
Approval is requested to exercise power of exemption to Standing Order in accordance with Section 10 of the contract procedure rules as the proposed contract relates to the following:
I) The nature of the market for the works to be carried out of the good or services to be
Page 170 of 283 provided has been investigated and demonstrated to be such that a departure from the requirements to the rules is justifiable.
As such, approval is requested to appoint John McArdle to provide a Chauffeur, Mayoral Attendant and macebearer Service.
Contract period is 1 April 2018 to 31 March 2019.
Financial detail:
The contract value is £32,990.76
There is a budget provision of £33,500 annually.
Delivering Social Value
The contract is held by a local provider therefore the Council’s spend contributes towards supporting the local economy.
Reasons for Decision:
Having reviewed the market it is evident that due to the specialised provisions in the contract there is no alternative provider able to provide a service to the specifications of the contract at this current time.
Details of alternative options considered (if any) and reasons for rejection:
As above
Details of any conflict of interest declared by any Elected Member consulted in relation to the decision:
N/A
Details of any dispensation granted in respect of any conflict of interest: N/A
Background Papers:
N/A
Officer Name (Print) Alison Pearson
Page 171 of 283 Officer Signature
Submission date 12 March 2018
This request complies with the Contract Procurement Approval Procedure Rules
Page 172 of 283 Delegated Power Record
Reference RES-18-028 Corporate Plan Priority Improving the way we work Delegation Title Contract for the provision of Mayoral Chauffeur/Attendant/Macebearer Service Delegated Power Number 455 Approval is requested to exercise power of exemption to Standing Order in accordance with Section 10 of the contract procedure rules as the proposed contract relates to the following:
I) The nature of the market for the works to be carried out of the good or services to be provided has been investigated and demonstrated to be such that a departure from the requirements to the rules is justifiable. Date of Exercise 12/03/2018 Cabinet Member Councillor Christopher Massey Assistant Director Steve Newton
Signatures
……………………………………...... Date 26/03/2018
CABINET MEMBER FOR RESOURCES
...... Date26/03/2018
CHIEF FINANCE OFFICER
……………………………………...... Date14/03/2018
CHIEF LEGAL OFFICER
……………………………………...... Date 15/03/2018
CORPORATE DIRECTOR FOR RESOURCES
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ADULTS & COMMUNITIES DIRECTORATE
DELEGATED DECISIONS
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CHILDREN AND FAMILIES DIRECTORATE
DELEGATED DECISIONS
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ECONOMIC GROWTH DIRECTORATE
DELEGATED DECISIONS
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