Public Document Pack CORPORATE SERVICES Linda Fisher Service Director

LEGAL & DEMOCRATIC SERVICE David Joy Head of Legal & Democratic Service

GOVERNANCE AND COMMITTEE SERVICES TEAM PO Box 15, Town Hall, Rochdale, OL16 1AB DX22831 ROCHDALE

Telephone: Rochdale (01706) 647474 Fax: Rochdale (01706) 924705 Website: www.rochdale.gov.uk

To: All Members of Council Enquiries to: Mark Hardman Extension: 4704 Date: Tuesday, 10 April 2012

Dear Councillor,

COUNCIL

You are requested to attend the meeting of Council to be held in Council Chamber - Rochdale Town Hall on Wednesday, 18 April 2012 commencing at 6.25 pm.

The agenda and supporting papers are attached.

Deadlines for submissions are as follows –

Wednesday before Council Noon Motion pursuant to Council Procedure Rule (11 th April 2012) 11

‘’ Notification of question at Council by a resident or ratepayer of the Borough

Tuesday before Council Noon Notification of questions by Members to (17 th April 2012) representatives on Joint Authorities and Outside Bodies

,, Notification of questions to be answered by Portfolio Holders/Committee Chairs

,, Notification of amendments in respect of proposals/recommendations being submitted to Council

Notifications should be forwarded to Mark Hardman, Governance and Committee Services Team Manager, on behalf of the Chief Executive.

Yours Faithfully

Linda Fisher Service Director

1

Council Membership 2011/12

Councillor Farooq Ahmed Councillor Sultan Ali Councillor Daalat Ali Councillor Zulfiqar Ali Councillor Jean Ashworth Councillor Thomas William Bailey Councillor Jacqueline Beswick Councillor Phillip S Bethell Councillor Cecile M Biant Councillor Surinder Biant Councillor Malcolm Boriss Councillor Malcolm Bruce Councillor Philip Burke Councillor Martin Burke Councillor Karen M Burke Councillor Jonathan Paul Burns Councillor David John Clayton Councillor Robert Clegg Councillor Pat Colclough Councillor Janet Darnbrough Councillor Irene Davidson Councillor Peter John Davison Councillor Ashley Dearnley Councillor Ian Duckworth Councillor Raymond Dutton Councillor Susan Emmott Councillor Neil Patrick Emmott Councillor Peter Ernest Evans Councillor Mary Teresa Fitzsimons Councillor Patricia Ann Flynn Councillor James Travis Gartside Councillor Jane Gartside Councillor Alan James Godson Councillor Wera Hobhouse Councillor Michael Holly Councillor Jean Gladys Hornby Councillor Aftab Hussain Councillor Andy Kelly Councillor Colin William Lambert Councillor Donna Elizabeth Martin Councillor Alan Michael McCarthy Councillor Ann Lynn Metcalfe Councillor Stephanie Mills Councillor Dale Joseph Mulgrew Councillor Lily Carter Murphy Councillor Andrew Neilson Councillor Linda Robinson Councillor Hilary Josephine Rodgers Councillor Martin Eric Rodgers Councillor Maureen Rowbotham Councillor Peter Rush Councillor Mohammad Sharif Councillor Ann Stott JP Councillor Patricia Sullivan Councillor Barbara Todd

2 Councillor Carol Elizabeth Wardle Councillor Shah Wazir Councillor June West Councillor Peter James Williams Councillor Mohammed Zaman

3

4

ROCHDALE METROPOLITAN BOROUGH COUNCIL

COUNCIL

Wednesday, 18 April 2012 at 6.25 pm

Council Chamber - Rochdale Town Hall

A G E N D A

Apologies for Absence

1. Civic Prayers 2. Mayor's Announcements 3. Declaration of Interests Members are requested to indicate at this stage, any items on the agenda in which they intend to declare an interest. Members are reminded that, in accordance with the Local Government Act 2000 and the Council’s Code of Conduct, they must declare the nature of any personal or prejudicial interest and, if the interest is prejudicial, withdraw from the meeting during consideration of the item. 4. Minutes To authorise the signing of the minutes of the meeting of the Council held on 22 February 2012. 5. Public Questions and Petitions To receive petitions and questions from members of the public where these have been received in accordance with the Petitions Scheme and/or Council Procedure Rules. 6. Notices of Motion To consider Notices of Motion, where received 7. Cabinet Recommendations (a) Withdrawal of the Core Strategy Development Plan Document

(b) Medium Term Financial Strategy 2012-15

The Medium Term Financial Strategy 2012-15 is available in the Town Hall Group Rooms; the Heywood and Middleton Members’ Rooms; from Governance and Committee Services; and at www.rochdale.gov.uk

8. Licensing and Regulatory Committee Recommendations (a) Establishment of a Shadow Health and Wellbeing Board

(b) Contract Procedure Rules

5 Copies of existing and proposed Contract Procedure Rules are available in the Town Hall Group Rooms, in the Heywood and Middleton Members’ Rooms, from Governance and Committee Services, and at www.rochdale.gov.uk 9. Members' Quarterly Reports To receive quarterly reports from members of the Cabinet, Chairs of Township Committees and Chairs of Overview and Scrutiny Committees, and to permit questions from members of the Council (a) The Leader of the Council

(b) The Cabinet Member for Finance

(c) The Cabinet Member for Health, Adult Care and Housing

(d) The Cabinet Member for Children, Schools and Families

(e) The Cabinet Member for Internal and Environmental Services

(f) The Cabinet Member for Corporate Services and Economic Regeneration (g) The Cabinet Member for Performance and Partnerships

(h) The Chair of Heywood Township Committee

(i) The Chair of the Middleton Township Committee

(j) The Chair of Pennines Township Committee

(k) The Chair of Rochdale Township Committee

(l) The Chair of the Overview and Scrutiny Committee

(m) The Chair of the Health Overview and Scrutiny Committee

10. Representatives on Joint Authorities and Outside Bodies To permit questions to representatives on any Joint Authority or Outside Body, where received (a) Report of the Representative to Greater Manchester Police Authority

(b) Report of the Representative to the Greater Manchester Fire and Rescue Authority 11. Urgent Executive Decisions

6 Agenda Item 4

COUNCIL

MINUTES OF MEETING Wednesday, 22 February 2012

PRESENT: The Mayor (Councillor Godson) (in the Chair); Councillors Ahmed, Daalat Ali, Sultan Ali, Ashworth, Bailey, Beswick, Bethell, Cecile Biant, Surinder Biant, Boriss, Bruce, Karen Burke, Martin Burke, Philip Burke, Burns, Clegg, Colclough, Darnbrough, Irene Davidson, Peter Davison, Dearnley, Duckworth, Neil Emmott, Susan Emmott, Evans, Fitzsimons, Flynn, James Gartside, Jane Gartside, Hobhouse, Holly, Hornby, Hussain, Kelly, Lambert, Martin, McCarthy, Metcalfe, Mills, Mulgrew, Murphy, Neilson, Robinson, Hilary Rodgers, Martin Rodgers, Rowbotham, Rush, Sharif, Stott, Sullivan, Wardle, Wazir, West, Williams and Zaman

OFFICERS: R Ellis (Chief Executive), C Eastwood (Executive Director), S Downey (Executive Director), P Smith (Executive Director), L Fisher (Service Director – Corporate Services), P Kane (Service Director – Finance and Procurement), V Crossland, R Kilvington, J Murphy and H Zammit (Finance and Procurement Service), M Hardman (Corporate Services).

Apologies for Absence: Councillors Zulfiqar Ali, Clayton, Dutton and Todd

DECLARATION OF INTERESTS 89 There were no Declarations of Interest.

MINUTES 90 DECIDED – That the minutes of the meeting of the Council held on 25 th January 2012 be approved as a correct record.

PUBLIC QUESTIONS 91 One question from a member of the public, of which notice had been given in accordance with Council Procedure Rule 10, was asked and responded to by the Leader of the Council.

QUESTIONS FROM MEMBERS OF THE COUNCIL 92 The Mayor advised that submitted questions would be considered under the appropriate items on the agenda.

ROCHDALE COUNCIL VISION AND BLUEPRINT 2014/15 93 The Council considered the report of the Cabinet presenting for approval and adoption the Rochdale Council Vision and Blueprint 2014/15. One question from a member of the Council, of which notice had been given in accordance with Council Procedure Rule 13, was asked and responded to by the Leader of the Council.

DECIDED – That (1) the Vision and Blueprint for Rochdale Council 2014/15 be approved; (2) the £64 Million Pound Question Savings requirements as appended to the submitted report and now incorporated into the proposed Budge 2012/13 be noted.

REVENUE BUDGET 2012/13 - 2014/15 - LOCAL GOVERNMENT ACT 2003 REQUIREMENTS 94 The Council considered the report of the Service Director – Finance and Procurement, the Council’s Chief Finance Officer, relating to the requirements under

Page 1 the Local Government Act 2003. Further to the submitted report, the Chief Finance Officer reported that certain budget proposals were predicated upon decisions anticipated in respect of the proposed Housing Stock Transfer and the review of the Impact Partnership. It was the opinion of the Chief Finance Officer that the proposed budget was robust irrespective of these matters.

DECIDED – That the report be noted and the approach to general balances included within the submitted report be endorsed.

REVENUE ESTIMATES AND COUNCIL TAX 2012/13 95 The Council considered the report of the Cabinet presenting recommendations regarding the Revenue Budget and Council Tax 2012/13. Revenue estimates were presented within the submitted Budget Book.

Detailed recommendations in respect of the £64 Million Pound Saving Requirements Savings Proposals had been available to elected Members (and which contained exempt information as defined in Part 1 of Schedule 12a of the Local Government Act 1972, as amended). Details regarding Equality and Community Impact Assessments, and of staff and public consultation responses, had also been available within the report. The Council received public summary papers presenting the recommendations in respect of the savings proposals.

It was moved by Councillor Lambert and seconded by Councillor Ahmed that

“1) The revenue estimates for 2012-2013 as submitted in the Budget Book, be approved.

2) It be noted that, at its meeting on 19th January 2012, the Licensing & Regulatory Committee calculated the amount of £61,435 as its council tax base for the year 2012/13 in accordance with Section 31B of the Local Government Finance Act 1992 (“the Act”), as amended by the Localism Act 2011.

3) The following amounts now be calculated by the Council for the year 2012/13 in accordance with Sections 31 to 36 of the Act:-

a) being the aggregate of the amounts which the Council £564,898,660 estimates for the items set out in Section 31A(2) of the Act.

b) being the aggregate of the amounts which the Council £485,931,339 estimates for the items set out in Section 31A(3) of the Act.

c) being the amount by which the aggregate under Section £78,967,321 31A(2) exceeds the aggregate under Section 31A(3), calculated by the Council, in accordance with Section 31A(4) of the Act, as its council tax requirement for the year.

d) being the amount calculated under Section 31A(4), divided £1,285.38 by the council tax base (61,435), in accordance with Section 31B of the Act, as the basic amount of its Council Tax for the year.

Page 2 e) Valuation Bands A B C D E F G H £ £ £ £ £ £ £ £ 856.92 999.74 1,142.56 1,285.38 1,571.02 1,856.66 2,142.30 2,570.76

being the amounts given by multiplying the amount calculated in accordance with Section 31B by the number which, in the proportion set out in Section 5(1) of the Act, is applicable to dwellings listed in a particular band divided by the number which in that proportion is applicable to dwellings listed in Valuation Band D, calculated by the Council, in accordance with Section 36(1) of the Act, as the amount to be taken into account for the year in respect of categories of dwellings listed in different Valuation Bands.

4) it be noted that for the year 2012/13 the major precepting Authorities have stated the following amounts in precepts issued to the Council, in accordance with Section 40 of the Act, for each of the categories of dwellings shown below:-

Precepting Authority Valuation Bands A B C D E F G H £ £ £ £ £ £ £ £ Greater Manchester Police Authority 96.22 112.26 128.29 144.33 176.40 208.48 240.55 288.66 Greater Manchester Fire & Rescue Authority 35.10 40.95 46.80 52.65 64.35 76.05 87.75 105.30

5) Having calculated the aggregate in each case of the amounts at paragraphs 3(e) and 4 above, the Council, in accordance with Sections 30 and 36 of the Act, hereby sets the aggregate amounts shown in the table below as the amounts of Council Tax for the year 2012/13 for each part of its area and for each of the categories of dwellings.

Valuation Bands A B C D E F G H £ £ £ £ £ £ £ £ 988.24 1,152.95 1,317.65 1,482.36 1,811.77 2,141.19 2,470.60 2,964.72

6) No discount be given off Council Tax bills for taxpayers paying the 2012/13 amount early.

7) With regard to the approval and implementation of savings proposals in-year, these be dealt with by the Cabinet and Employment Committee”.

Page 3 The Council received the relevant minutes of the Overview and Scrutiny Committee that had considered budget related matters and which had been reported to the meeting of the Cabinet held on 8 th February 2012, as required by Budget and Policy Framework Procedure Rule BPF1(m).

An amendment to the Motion was moved by Councillor Dearnley, seconded by Councillor Holly such that:-

“The Motion be approved subject to the following amendment:-

ITEM 2012/13 2013/14 £ £ Additional Funding Requirements:

To reinstate 2 Ranger Posts from the review of 60,000 60,000 Countryside and open spaces - saving proposal P02 To reinstate Residential Cleaning Schedule (Every Street 111,100 111,100 is checked and cleaned as required) from the review of

Street Services P04. Reduce FTE by 4 FTE instead of 8 To Invest in Community Centres 72,870 72,870 Proposals to be developed 0 93,030

Total Additional requirement 243,970 337,000

To b e Funded by:

To withdraw the funding provided to Trade Unions 84,070 126,100 To Review the Corporate Complaints Teams 51,000 72,500 To review the support provided to the Local Strategic 58,900 88,400 Partnership Public Relations Marketing 50,000 50,000

Total Additional Saving 243,970 337,000

Net Variance 0 0

During consideration of the amendment, the Leader of the Council indicated that, in the event of the amendment falling, he would be willing to discuss with the movers of the amendment the suggested savings options relating to the Review the Corporate Complaints Teams and Public Relations Marketing.

Upon being put to the vote, the amendment was declared to be lost.

A further amendment to the motion was moved by Councillor Kelly and seconded by Councillor Mulgrew such that:-

The motion be approved subject to the following amendment:-

Page 4 “Liberal Democrat Spending Priorities:

Spend on £ Keep free bulky waste collection for Heywood 5,000 Increase Township funding to £3 per head 208,500 Re establish 27 emergency homeless beds 285,000 Create Community Fundraising Officer Post 44,000 Further investment to be determined 18,500

TOTAL 561,000

The finances for the above proposals to be funded through the following savings from the proposed budget:

Savings Proposals:

£ Youth Service – remove two Senior Managers - 50,000 posts (year 1 and £100,000 ongoing) Recycling increase by 10% - 385,000 Remove Council funding for Trade Unions posts - 126,000

TOTAL -561,000

Upon being put to the vote, the amendment was declared to be lost.

Questions from Members of the Council, of which notice had been given in accordance with Council Procedure Rule 13, were asked of and responded to by the Leader of the Council and Cabinet Members.

Upon being put to the vote, the Motion as moved was declared to be carried.

DECIDED – That (1) the revenue estimates for 2012-2013 as submitted in the Budget Book, be approved; (2) it be noted that, at its meeting on 19th January 2012, the Licensing and Regulatory Committee calculated the amount of £61,435 as its council tax base for the year 2012/13 in accordance with Section 31B of the Local Government Finance Act 1992 (“the Act”), as amended by the Localism Act 2011; (3) the following amounts now be calculated by the Council for the year 2012/13 in accordance with Sections 31 to 36 of the Act:-

a) being the aggregate of the amounts which the Council £564,898,660 estimates for the items set out in Section 31A(2) of the Act.

b) being the aggregate of the amount s which the Council £485,931,339 estimates for the items set out in Section 31A(3) of the Act.

c) being the amount by which the aggregate under Section £78,967,321 31A(2) exceeds the aggregate under Section 31A(3), calculated by the Council, in accordance with Section 31A(4) of the Act, as its council tax requirement for the year.

Page 5 d) being the amount calculated under Section 31A(4), divided £1,285.38 by the council tax base (61,435), in accordance with Section 31B of the Act, as the basic amount of its Council Tax for the year.

e) Valuation Bands A B C D E F G H £ £ £ £ £ £ £ £ 856.92 999.74 1,142.56 1,285.38 1,571.02 1,856.66 2,142.30 2,570.76

being the amounts given by multiplying the amount calculated in accordance with Section 31B by the number which, in the proportion set out in Section 5(1) of the Act, is applicable to dwellings listed in a particular band divided by the number which in that proportion is applicable to dwellings listed in Valuation Band D, calculated by the Council, in accordance with Section 36(1) of the Act, as the amount to be taken into account for the year in respect of categories of dwellings listed in different Valuation Bands; (5) it be noted that for the year 2012/13 the major precepting Authorities have stated the following amounts in precepts issued to the Council, in accordance with Section 40 of the Act, for each of the categories of dwellings shown below:-

Precepting Authority Valuation Bands A B C D E F G H £ £ £ £ £ £ £ £ Greater Manchester Police Authority 96.22 112.26 128.29 144.33 176.40 208.48 240.55 288.66 Greater Manchester Fire & Rescue Authority 35.10 40.95 46.80 52.65 64.35 76.05 87.75 105.30

(6) having calculated the aggregate in each case of the amounts at paragraphs 3(e) and 4 above, the Council, in accordance with Sections 30 and 36 of the Act, hereby sets the aggregate amounts shown in the table below as the amounts of Council Tax for the year 2012/13 for each part of its area and for each of the categories of dwellings;

Valuation Bands A B C D E F G H £ £ £ £ £ £ £ £ 988.24 1,152.95 1,317.65 1,482.36 1,811.77 2,141.19 2,470.60 2,964.72

Page 6 (7) no discount be given off Council Tax bills for taxpayers paying the 2012/13 amount early; (8) with regard to the approval and implementation of savings proposals in-year, these be dealt with by the Cabinet and Employment Committee.

CAPITAL BUDGET FOR 2012/13 96 The Council was asked to consider and approve the Capital Budget for 2012/13 as detailed within the submitted Budget Book. One question from a member of the Council, of which notice had been given in accordance with Council Procedure Rule 13, was asked and responded to by the Leader of the Council.

DECIDED – That the Capital Budget 2012/13 be approved.

TREASURY MANAGEMENT STRATEGY FOR 2012/13 97 The Council considered the report of the Cabinet presenting for approval and adoption the Treasury Management Strategy for 2012/13 as part of the Council’s Budget and Policy Framework.

DECIDED – That the Treasury Management Borrowing Strategy for 2012/13, as presented within the submitted report, be approved, with particular reference to:- i. The principles of Treasury Management as contained within paragraph 3.5.1 and appendix 1 to the submitted report. ii. The Operational Boundary and Authorised Limit for debt contained in paragraphs 3.9.1 and 3.9.3 respectively of the submitted report. iii. The Council’s criteria for assessing the creditworthiness of counterparties for investments contained with paragraph 3.15 of the submitted report, with an increased emphasis on security of capital over return. iv. The inclusion of the Council’s own banker (the Co-Operative Bank) on the approved list of the counterparties. v. The additional Prudential and Treasury Indicators as identified within appendix 3 to the submitted report. vi. The Minimum Revenue Provision Policy as contained within appendix 4 to the submitted report.

JOINT GREATER MANCHESTER WASTE DEVELOPMENT PLAN DOCUMENT 98 The Council considered the report of the Cabinet presenting for approval and adoption the Greater Manchester Joint Waste Development Plan Document. One question from a member of the Council, of which notice had been given in accordance with Council Procedure Rule 13, was asked and responded to by the Leader of the Council.

DECIDED – That the Great Manchester Joint Waste Development Plan Document, incorporating changes to the Districts Proposal Map, be adopted with effect from 1 st April 2012.

HOUSING STOCK TRANSFER 99 DECIDED – That this item be withdrawn from the agenda.

APPOINTMENTS UPDATE 100 The Service Director – Corporate Services reported on appointment issues further to the Annual Meeting of the Council held on 18 th May 2011.

Page 7

The Leader of the Council further advised that he had appointed Councillor Ahmed as Portfolio Holder for Finance and as a member of the Cabinet.

DECIDED – That (1) the appointment of Mr M Widdup, Service Director for Operational Services in place of Mr J Patterson, Executive Director to Denehurst Park (Rochdale) Limited with effect from 1 st April 2012 be agreed; (2) the amendment to Cabinet appointments and the distribution of Cabinet Portfolio roles, as advised by the Leader of the Council, be noted.

CALENDAR OF MEETINGS 2012/13 101 The Service Director – Corporate Service sought agreement of the submitted draft Calendar of Meetings 2012/13.

DECIDED – That the Calendar of Meetings 2012/13 be agreed.

OUTCOME OF THE REVIEW OF THE IMPACT PARTNERSHIP 102 DECIDED – That this item be withdrawn from the agenda.

Page 8 Agenda Item 7a

REPORT FOR DECISION

Council 18 th April 2012

Report of the Cabinet

WITHDRAWAL OF THE CORE STRATEGY DEVELOPMENT PLAN DOCUMENT

Wards affected: All Wards Report Author: Mark Hardman

Telephone: (01706) 924704

To present for approval and adoption the recommendations from the meeting of the Cabinet held on 29 TH March 2012 with regard to the withdrawal of the Core Strategy Development Plan Document as part of the Policy Framework.

1. The Cabinet recommends that

1.1 The withdrawal of the current draft Core Strategy be agreed.

1.2 The initial timetable for the drawing up of a replacement draft Core Strategy, along with updated supporting documents, for consultation be agreed. 1.3 the Service Director of Planning and Regulation Services, in consultation with the lead member for Environment produce and publish a revised Local Development Scheme to reflect this change along with other changes relating to programme for preparing Local Development Framework documents.

2. Reasons for recommendation:

2.1 Policy Framework items must be approved and/or adopted by the full Council on recommendation of the Cabinet.

3. Alternatives considered:

3.1 See attached report.

4. Consultation undertaken/proposed:

4.1 See attached report

1

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4.2 The Overview and Scrutiny Committee has considered and noted the proposal.

Background papers: See appended report of the Service Director – Planning and Regulation.

For further information about this report please see contact details in the appended report.

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APPENDIX

Subject: Status: For Publication Withdrawal of Core Strategy Development Plan Document

Report to : Date: Overview and Scrutiny Committee 15 th March 2012 Cabinet 29th March 2012

Report of: Wayne Poole (Principal Planning Email: wayne.poole @rochdale.gov.uk Officer) Planning and Regulation Services Tel: 01706 924373 Cabinet Member : Councillor Martin Burke, Cabinet Member for Internal and Environmental Services

Comments from Section 151 Officer Statutory Officers: Monitoring Officer

Key Decision: Yes

Forward Plan X General Exception Special Urgency

1. PURPOSE OF REPORT

1.1 This Report seeks approval for the withdrawal of the Core Strategy which the Council submitted to the Secretary of State and the preparation of a revised one for submission in due course as a matter of urgency. The Report also seeks approval for delegated powers to update the Local Development Scheme.

2. RECOMMENDATIONS

2.1 The Overview and Scrutiny Committee considers the proposal and comments accordingly. 2.2 Cabinet agrees to the withdrawal of the current draft Core Strategy; 2.3 Cabinet agrees an initial timetable for the drawing up of a replacement draft Core Strategy, along with updated supporting documents, for consultation; and 2.4 Cabinet authorises the Service Director of Planning and Regulation Services, in consultation with the lead member for Environment, to produce and publish a revised Local Development Scheme to reflect this change along with other changes relating to programme for preparing Local Development Framework documents.

Version Number: Page: 1 of 5

Page 11 3. BACKGROUND

3.1 In March 2011 the Council submitted its draft Core Strategy (CS) to Government. An independent Inspector was appointed by the Secretary of State to consider all the representations received on the CS and hold an Examination in Public (EiP) to consider whether or not the plan was ‘sound’ and therefore capable of adoption. The Inspector’s findings and decision on soundness would be binding on the Council. 3.2 Following his initial review of the CS and its supporting documents the Inspector contacted the Council to express some concerns regarding the proposal to release land from the Green Belt in South Heywood for employment and housing development along with the construction of a new link road to Junction 19 of the M62. To address these concerns the Inspector asked the Council in April 2011 to provide a response pointing out the key evidence in support of this proposal. The Council provided a detailed response to these concerns setting out the key existing and emerging evidence in support of the South Heywood proposal. 3.3 Despite the Council’s response the Inspector remained unconvinced that there was sufficient evidence to show that the ‘exceptional circumstances’ required to release land from the Green Belt had been demonstrated. The Inspector therefore took the unusual measure of convening a public Exploratory Meeting (EM) to discuss his concerns and to decide how to proceed. In addition to the concerns regarding the South Heywood proposal he also raised concerns on several other elements of the Core Strategy including • the Council’s intention not to include detailed green belt policies for controlling development in the green belt as currently in the Unitary Development Plan; • the Rochdale town centre link road (on the basis there was insufficient justification and evidence of deliverability); • the lack of an Infrastructure Delivery Plan in support of the CS; and • the presentation of the monitoring arrangements for the CS 3.4 At the Exploratory meeting he noted the hard work that had gone into preparing the plan and responding to his concerns but maintained his original concerns about the South Heywood package of proposals, stating that there is a strong risk to the Council that, on the basis of all the evidence submitted, the proposals would be found unsound. There was limited scope at the meeting to discuss the merits or otherwise of the Council’s evidence. His conclusion was that the Council had three options: • to continue with the examination which involves a high risk of being found unsound, or • to temporarily suspend the examination to enable further work on the CS, or • to withdraw the CS. 3.5 Following the Exploratory Meeting it was decided that the best course of action was to suspend the EiP to enable further work to be undertaken in reviewing the evidence. This was confirmed with the Inspector along with a timetable setting out the additional work to be undertaken. Although this approach was agreed by the Inspector it was clear from his correspondence that he remained unconvinced that this further work would satisfy his concerns and would potentially constitute new evidence which would require separate consultation. Despite this it was still considered the most appropriate option as it gave an opportunity to undertake a more detailed review of the evidence whilst giving more time to consider possible alternatives to continuing with the EiP. 3.6 Officers completed most of the agreed additional work. However, taking account of the previous views of the Inspector, it was decided that it would be helpful to gain an

Version Number: Page: 2 of 5

Page 12 independent view of the work done to date to assess whether the additional work was likely to be sufficient to satisfy the Inspectors concerns. Accordingly Counsel’s opinion was obtained, and this concluded that the Council would be unlikely to be able to satisfy this Inspector that its position was justified and the CS was sound. The advice was that that the Inspector’s stance was unlikely to change and that his requirement to rigorously demonstrate development need in a conventional (numerical) sense and not to consider the cumulative benefits of the South Heywood package pointed to a serious risk that the proposal, and therefore the plan, would be not be approved. In light of this advice we considered that: • the Council’s case would need to rely on new evidence, rather than an update or interpretation of current published evidence; • any ‘modification’ would be so fundamental as to conflict with the current framework of the Core Strategy; and • a criteria based approach for the release of protected open land (including Green Belt) would be preferable so that release would be triggered by evidence of need and viability. These modifications and new approach, cumulatively, mean that the present CS could not be proceeded with until further consultation and publicity was undertaken. This would take time which could be better spent undertaking a new Core Strategy. 3.7 This leads us to the conclusion that the best course of action is to withdraw the Core Strategy completely and to draw up a new one as a matter of urgency. To continue with the EiP with the current Core Strategy would run the serious risk of the plan being found ‘unsound’ and would therefore result in a significant waste of money, time and resources. 3.8 It should be noted that there was general support for much of the CS, including the overall spatial strategy of directing most development to the south of the borough where there is greater accessibility and more opportunities for development and regeneration exist. Therefore drawing up a revised CS will not involve a complete re- write but will allow us to take account of more up to date evidence and guidance as well as recent changes of circumstances locally e.g. loss of regeneration funding.

4. NEXT STEPS 4.1 If the withdrawal of the Core Strategy is approved, it will be possible to progress quickly to produce a revised CS. The table below gives a timetable for the production of a revised document. Stage Work required and t ime scale Approval from Cabinet The earliest Cabinet would be June 201 2 given the additional work required Consultation Following approval the revised Publication Draft would be sent out for formal consultation for 6 weeks. It is likely that more formal supporting documentation / evidence would need to be provided but as much of this as possible could be done in the lead up to Cabinet. Therefore consultation could still take place July 2012 – August 2012 Submission of document to This would include revising / creating all the Government relevant submission documents including a summary of responses and a schedule of any proposed changes. For the current CS the gap

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Page 13 between the end of consultation and submission was around 3 months but this could probably be reduced for a revised CS. October 2012 Examination in Public The gap between submission and EIP for the current CS was long because of the Inspector’s questions on South Heywood and holidays/Easter/extended Bank Holiday. The usual gap from submission to EIP is at least 10-12 weeks. This means February 2013 – March 2013 is a likely date Adoption Timescale following EIP would be same therefore adoption would be around June 2013

4.2 This timetable for a revised draft Core Strategy needs to be set out in an update of the Council’s Local Development Scheme (LDS). The LDS sets out the documents to be produced as part of the Councils Local Development Framework. It is necessary to update the Local Development Scheme to reflect this new timetable for the CS and the implications of this change on the production of the subsequent Allocations Plan Development Plan Document. Revising the LDS will also give the up to date position on a number of other LDF documents including the Greater Manchester Waste Plan and Minerals Plan. 4.3 In order to undertake this update, this report seeks approval to authorise the Service Director of Planning and Regulation Services, in consultation with the lead member for Environment, to produce and publish a revised Local Development Scheme.

5. ALTERNATIVES CONSIDERED

5.1 A number of alternatives were carefully considered. One option would have been to continue with the Core Strategy Examination in Public (EiP) with the hope of addressing the Inspector’s concerns through a review of the evidence and the presentation of that evidence at the EiP. However, the Inspector had made it clear that it would be challenging for the Council to address his concerns through a review of the evidence base and this view was supported in independent advice requested by Council officers. A second alternative would have been to withdraw the Core Strategy and progress towards a Local Plan which would include land use allocations. However, the risk here is that allocations would have to be considered in the absence of an approved spatial strategy. This would make such an approach more risky and therefore could prove costly and time consuming if the overall strategy, scale and broad location of development was not considered sound. The production of a revised Core Strategy is therefore considered most appropriate since it maximises the value of the work done to date, can be undertaken in a relatively short space of time and represents less of a risk that the other two alternatives. 5.2 In terms of the Local Development Scheme (LDS), not having an up to date LDS is both against national planning guidance and is misleading in terms of the documents being produced and the timetable for their publication.

6. CONSULTATION PROPOSED/UNDERTAKEN

6.1 The current draft Core Strategy has already been through three phases of consultation. Each of these consultation periods lasted six weeks and enabled the views of residents, stakeholders and statutory bodies to be considered at key stages of the CS’s production. The revised CS will also need to be consulted on and this will again be for six weeks subject to the approval of a revised CS by Cabinet in the

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Page 14 summer. All the consultation undertaken and proposed is in line with the national statutory requirements and the Council’s Statement of Community Involvement which sets out how the Council will consult on planning documents.

7. FINANCIAL IMPLICATIONS

7.1 Withdrawing the CS at this stage avoids the risk of wasting a substantial amount of money on the hearing sessions for the EiP when there is a likelihood that it will be found unsound. The Core Strategy will still be completed within the original allocated budget. Most of the expenditure to date is not wasted as the research and consultation work will still be used for the revised Core Strategy.

8. LEGAL IMPLICATIONS

8.1 The views of Legal Services were sought on the procedural implications of withdrawing the Core Strategy and they have confirmed that this is the most appropriate course of action.

9. PERSONNEL IMPLICATIONS

9.1 The production of a revised CS will require significant staff time from the Strategic Planning Service team. This will need to be undertaken in parallel with preliminary work on the Site Allocations Plan and other committed projects and will require input from other Council services and key stakeholders when required.

10. RISK ASSESSMENT IMPLICATIONS

10.1 There are no specific risk issues for members to consider arising from this report.

11. EQUALITIES IMPACTS

11.1 There are no workforce equality issues arising form this report.

11.2 There are no significant equality/community issues arising form this report.

Background Papers Document Place of Inspection

Or there are no background papers (delete where applicable)

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Page 16 Agenda Item 7b

REPORT FOR DECISION

Council 18 th April 2012

Report of the Cabinet

MEDIUM TERM FINANCIAL STRATEGY 2012-15

Wards affected: All Wards Report Author: Mark Hardman

Telephone: (01706) 924704

To present for approval and adoption the recommendations from the meeting of the Cabinet held on 29 TH March 2012 with regard to the withdrawal of the Medium Term Financial Strategy as part of the Policy Framework.

1. The Cabinet recommends that

1.1 The Medium Term Financial Strategy 2012-15 be confirmed.

2. Reasons for recommendation:

2.1 Policy Framework items must be approved and/or adopted by the full Council on recommendation of the Cabinet.

3. Alternatives considered:

3.1 See appended report.

4. Consultation undertaken/proposed:

4.1 See appended report.

4.2 The Overview and Scrutiny Committee has considered and noted the proposal.

Background papers: See appended report of the Service Director – Finance and Procurement.

For further information about this report please see contact details in the appended report.

1

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Page 18

APPENDIX

Subject: Med ium Term Financial Strategy Status: For Publication 2012 - 2015

Report to : Date: Overview and Scrutiny Committee 15 th March 2012 Cabinet 29th March 2012

Report of: Email: Vicky Crossland, Head of Corporate Finance, [email protected] Finance Services Tel: (01706) 92 5409 Cabinet Member : Councillor Farooq Ahmed , Portfolio Holder for Finance

Comments from Sectio n 151 Officer X Statutory Officers: Monitoring Officer X

Key Decision: Yes

Forward Plan X General Exception Special Urgency

1. PURPOSE OF REPORT 1.1 To provide the Updated Medium Term Financial Strategy 2012-2015 for information

2. RECOMMENDATIONS 2.1 It is recommended that Overview and Scrutiny Committee consider the report and provide any comments for consideration by Cabinet 2.2 It is recommended that Cabinet note that the Medium Term Financial Strategy for 2012-2015 has been reviewed and updated and refer it for confirmation by the Council on 18 th April.

2.3 Reason for Recommendation: 2.3.1 The Council’s Medium Term Financial Strategy is reviewed and updated periodically in line with the Medium Term Financial Plan.

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3 MAIN TEXT INCLUDING ALTERNATIVES CONSIDERED/ CONSULTATION CARRIED OUT

3.1 Alternatives and Risks considered: 3.1.1 The Medium Term Financial Strategy reflects the decisions taken by the Council during the budget setting process. All alternative budget options were considered as part of this process.

3.2 Consultation Undertaken/Proposed: 3.2.1 The original document has been developed alongside the consultation processes for Aiming High. The strategy aims to ensure resources are aligned to Council priorities.

3.3 Report 3.3.1 The Medium Term Financial Strategy (MTFS) guides the allocation of resources to priority areas and sets out the framework through which those resources are managed and performance measured. The document is fundamentally reviewed on a periodic basis in line with the corporate plan. Annual reviews of the MTFS are undertaken to ensure the document incorporates the changing environment the Council operates within. 3.3.2 Appendix 1 provides an analysis of the main changes to the document undertaken as part of the annual review.

4 FINANCIAL IMPLICATIONS

4.1 See the main body of the report.

5 LEGAL IMPLICATIONS

5.1 There are no legal implications arising as a result of this report.

6 PERSONNEL IMPLICATIONS

6.1 There are no personnel implications arising as a result of this report.

7 RISK ASSESSMENT IMPLICATIONS

7.1 The specific risks around the financial situation of the Council are detailed in the main body of the report.

8 EQUALITIES IMPACTS

8.1 Workforce Equality Impacts Assessment 8.1.1 The Medium Term Financial Strategy (MTFS) is reviewed as part of a rolling programme of Impact Assessments.

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Page 20 8.2 Equality/Community Impact Assessments 8.2.1 The Medium Term Financial Strategy (MTFS) is reviewed as part of a rolling programme of Impact Assessments.

Background Papers : For further information about this report or access to an y background papers please contact Vicky Crossland, Head of Corporate Finance Tel: 01706 92 5409 Document Place of Inspection

Appendix 1 Changes to the MTFS

Pauline Kane Service Director Finance and Procurement PO Box 530 Telegraph House Baillie Street Rochdale OL16 9DJ

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Page 21 Appendix 1 Key Points and Changes

Section Title Key Points Key Changes This Year 1 Aims and • Aims/Objectives and how we • Updated to reflect changes in the objectives are achieving them overall financial position of the • How we measure our success Council for the period 2012/13 to 2014/15.

2 The Medium Term • Corporate priorities and values • Updated to reflect the vision, Plan themes and priorities set out in the “Vision and Blueprint for Rochdale Council for 2014-15” document. 3 Internal Control • Arrangements for ensuring • Updated to reflect changes in the proper management of delivery committee structure of the council against priorities including and changes to the planning budget monitoring and framework in the context of the performance management development of the “Vision and • Statement on significant Blueprint for Rochdale Council for internal control issues 2014-15” document. 4 Risk Management • Objectives of risk management • Updated to reflect changes in the • Responsibilities for risk committee structure of the council management • Arrangements for risk management • Summary of financial risks 5 National Context • Provides an overview of • Impact of the national economic significant national issues and situation developments which need to be • Details of the Government’s latest taken into account when setting initiatives and proposals the Council’s budget 6 Treasury • Strategy and aims • Greater emphasis given to Management • Objectives/outcomes for both prioritising security of investments investment and debt over yield given current economic uncertainty and risks • Inclusion of information about ongoing issues with an impact on treasury management • Update to operational and authorised borrowing limits

7 Capital Strategy • Capital strategy and aims • Updated for the new Capital and plan • High level summary of 3 year Programme and significant capital budget funding and projects over the life of the service analysis Strategy • Outline of main sources of funding and major elements of capital projects 8 The Revenue plan • High level summary of 3 year • Updated to reflect approved revenue budget funding and Revenue budget 2012/13 – service analysis 2014/15 • Overview of Formula Grant, specific grants and the Dedicated Schools Grant • Balances and reserves • Savings – level and schedules

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Key Points and Changes

Section Title Key Points Key Changes This Year 9 Service plans • For each service area • Updated to reflect approved o Service description Revenue and Capital budgets for o Financial management 2012/13 – 2014/15 including medium term Revenue and Capital plan o Links to Medium term budgetary issues and financial risks via Service Plans o Links to the Budget Report 10 Townships • Principles of devolution • Revised priorities for Rochdale • Township budgets Township approved during • Township priorities 2011/12

11 Linked strategies • Overview of key strategies § Revised aims of the Procurement which sit alongside the Strategy Medium Term Financial § Updated to reflect the 6 themes of Strategy ie Procurement, IT, the IT strategy Asset management, Human Resources and Equality & Diversity

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Page 24 Agenda Item 8a

REPORT FOR DECISION

Council 18 th April 2012

Report of the Licensing & Regulatory Committee

ESTABLISHMENT OF A SHADOW HEALTH AND WELLBEING BOARD

Wards affected: All wards Report Author: Michael Garraway

Telephone: (01706) 924716

To present for approval and adoption the recommendations of the meeting of the Licensing and Regulatory Committee held on 29 th March 2009 in respect of the formalising of the currently established Shadow Health and Wellbeing Board

1. The Licensing and Regulatory Committee recommends that the Council:

1.1 Approves the establishment of a formal Shadow Health and Wellbeing Board (SHWBB) for Rochdale Borough with effect from 16 th May 2012;

1.2 Approves and adopts the terms of reference for the Shadow Board;

1.3 Notes that there are no detailed constitutional impacts at this time, other than the establishment of the Shadow Board and that the Shadow Board will report to cabinet;

1.4 Agrees to a review of the shadow arrangements to be the subject of a further report to Council between November 2012 and January 2013;

1.5 Confirms the appointments to the Shadow Board as detailed paragraph 4.1 and 4.3 to the submitted report.

2. Reasons for recommendation:

2.1 The Health and Social Care Act sets out the requirement for the establishment of a Health and Wellbeing Board in every upper tier local authority.

3. Alternatives considered:

3.1 None. The establishment of a shadow HWBB is a requirement of the Health and Social Care Act and carries no detailed Constitutional impact at this time.

Page 1 of 2 Page 25

Background Papers: See the appended report of the Director of Public Health and the Head of Legal and Democratic.

For further information relating to this report please see contact details in the appended report.

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APPENDIX

Subject: Establishment of a Shadow Status: For Publication Health and Wellbeing Board

Report to : Date: Licensing and Regulatory Committee 29 th March 2012 Cabinet 29 th March 2012 Council 18th April 2012

Report of: Jane Rossini, Director of Public Email: [email protected] Health Tel: 01706 764780 David Joy – Head of Legal and Democratic Email: [email protected] Service Tel: 01706 924808 Cabinet Member : Councillor Lambert, L eader of the Council

Comments from Section 151 Officer X Statutory Officers: Monitoring Officer X

Key Decision: Yes

Forward Plan X General Exception Special Urgency

1. PURPOSE OF REPORT

1.1 To formalise the current established Shadow Health and Wellbeing Board (SHWBB) for Rochdale Borough with effect from 16th May 2012 ; agreement as to the terms of reference for the Shadow Board; and appointment to the Shadow Board.

2. RECOMMENDATIONS

2.1 That Members confirm the establishment of a formal Shadow Health and Wellbeing Board in anticipation of a statutory requirement as proposed within the Health and Social Care Bill.

2.2 That terms of reference for the SHWBB as detailed in Appendix 1 to this report be recommended to the Council for approval and adoption.

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2.3 The Cabinet and the Council be asked to note the proposal that the Health and Wellbeing Board would be granted statutory executive powers on establishment, and that arrangements for the exercise of these powers would be the subject of a further report.

2.4 The Licensing and Regulatory Committee and the Council note that the establishment of a shadow HWBB carries no detailed Constitutional impact at this time (other than to note the establishment of the shadow Board and that the shadow Board will report to the Cabinet), but that further reports be brought forward in due course

2.5 A review of the Shadow arrangements be the subject of a further report to Council between November 2012 - January 2013, the timing to be dependant on the passage of the Health and Social Care Bill.

2.6 The Council be recommended to appoint the SHWBB on the basis of the membership as outlined in paragraph 4.1 and 4.3.

3. REPORT

3.1 Background

3.1.1 HWBBs were a key infrastructure described in the NHS White Paper “Liberating the NHS” and in the Public Health White Paper, “Healthy People, Healthy Lives”. The Health and Social Care Bill, currently going through Parliament, sets out the requirement for the establishment of a HWBB in every upper tier local authority.

3.1.2 From April 2012, HWBBs will run in shadow form and will locally act as an advisory group to Rochdale Council, NHS Greater Manchester and the Clinical Commissioning Group (CCG). The HMR Clinical Commissioning Group is lead by local GPs and commissions a range of local services on behalf of the population. It replaces the local commissioning activities formally delivered by NHS HMR PCT. Rochdale Borough has a shadow Board, and this report seeks to establish that Board on a more formal footing. Subject to the provisions of the Health and Social Care Bill passing into law, the Board will be formally established in statutory form from April 2013 with executive powers and will be the focal point for decision making about how to improve health and wellbeing. Implementation of such arrangements would require further approvals by the Council.

3.2 Aims and Functions

3.2.1 The overarching aim of HWBBs is to achieve improved health and wellbeing outcomes for local communities by promoting joined up commissioning across the local authority, NHS, social care, public health and other health and wellbeing related services. Strong leadership and relationships will be key to a Board’s success in making this happen.

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3.2.2 In order to deliver this aim, HWBBs will have three key functions:

i) Joint Strategic Needs Assessment (JSNA) From April 2013, local authorities and Clinical Commissioning Groups will have an obligation to produce a JSNA considering all current and future health and social care needs of the local population. This duty is to be discharged by the HWBB.

ii) Joint Health and Wellbeing Strategy (JHWBS) Local authorities and Clinical Commissioning Groups, through the HWBB, will have a duty to develop a JHWBS. The Strategy will set out how the HWBB plans to meet the needs identified in the JSNA and may consider services beyond health and social care. For example, how wider health-related services (e.g. housing or education) could be more closely integrated with health and social care services.

iii) Joint Commissioning and Pooled Budgets HWBBs will have a lead role in promoting joint commissioning, pooled budget arrangements and integrated provision between health and social care in order to improve the local population’s health and wellbeing.

The HWBB will also influence the ringfenced Public Health grant to ensure it delivers against the JHWBS.

3.2.3 HWBBs will have a duty to involve the public and users through local HealthWatch and the engagement of a range of voluntary sector groups. It will also need to be supported by a mechanism to engage more widely with stakeholders, including the public.

3.3 Rochdale Borough Health and Wellbeing Board

3.3.1 A precursor shadow HWBB for the Borough was set up in development in April 2011. This ‘informal’ Board has been supported by a Development Plan which has focused on building relationships between board members, meeting key stakeholders, and developing a new JSNA and JHWBS which is required to support our Clinical Commissioning Group on the road to authorisation and co-produced in partnership with our locally elected members.

3.4 Terms of Reference

3.4.1 The informal shadow HWBB has had an agreed set of terms of reference setting out its purpose and key functions, and it would be proposed that these would carry forward into the formal shadow HWBB (SHWBB), other than being amended to reflect the more formal nature of the new arrangement (Appendix 1):

a) Purpose The HWBB will lead the improvement of the health and wellbeing of the local population, with a specific focus on tackling health inequalities

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within the Borough. The board will join up commissioning strategies across the NHS, social care, public health and other partners that contribute to health and wellbeing. It will have a clear vision, strategy and delivery plan to keep the business of the board focused and ambitious.

It will provide clear leadership on a range of wellbeing activities and strategies, e.g.

• 5 Ways to Wellbeing • Commissioning a range of mental health and wellbeing services • Helping people to be more physically active • Joint Commissioning

b) Functions • To ensure that all available resources to support health improvement and people’s quality of life are used efficiently and to their full potential. • To lead an assessment of the health and wellbeing needs of the local population and produce a high-level Joint Strategic Needs Assessment • To develop a joint health and wellbeing strategy providing an overarching framework and priorities identified for action, within which commissioning plans for the NHS, social care, public health and other health and wellbeing related services will be developed; • To shift the focus of services from crisis management to a preventative approach at key points in the whole life course • To challenge all partners to fully deliver their contribution to the Borough’s priorities for health and wellbeing • To lead joint working and ensure coherent and co-ordinated commissioning strategies, including those of the NHS Commissioning Board. • To provide public accountability for services that are directly related to the health and wellbeing of the local population. • To ensure all partners fully understand what outcomes the board are working to and use robust performance management structures to measure progress and success.

3.4.2 The SHWBB also has within its remit oversight of the transition of Public Health staff and functions to the local authority.

3.4.3 At the heart of the HWBB will be local elected members representing their communities, and local GPs with their daily experience of working with patients coming together with a common purpose to improve health and wellbeing.

3.4.4 There will need to be close planning between the NHS and social care. The CCG, that will from April 2013 be responsible for commissioning health services on behalf of their local populations, and the NHS Commissioning Board, whose overarching role is to ensure that the NHS delivers better outcomes for patients within its available resources overseeing the system of CCGs and directly commissioning around £20 billion of specialist

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services, will have to ensure their commissioning strategies are in line with the JHWBS, and the CCG will have to involve the HWBB when developing its plans. Equally, the CCG will also be able to influence the Council’s plans.

3.4.5 As well as representation from Health Watch, the Board will be developing infrastructures to ensure local service users are consulted and engaged in service design and delivery.

3.4.6 The SHWBB members will also work collaboratively to support wellbeing through :-

• Joint Commissioning for vulnerable people, carers and communities • Ensuring the delivery of the 5 Ways to Wellbeing Programme and joint commissioning mental health services. • Joint commissioning a community based approach to supporting local citizens to lead healthy lifestyles

4 Membership

4.1 The membership of the informal HWBB has been small and strategic, largely reflecting the core membership set out in the policy documents, with the addition of representation from the PCT. The informal HWBB has been chaired by the Leader of the Council, Councillor Colin Lambert. The current membership includes:

• Leader of the Council; Councillor Colin Lambert • Leaders of the two opposition parties; Councillor Ashley Dearnley and Councillor Wera Hobhouse • 3 GPs from the Clinical Commissioning Group; Dr Chris Duffy, Dr Musharraf Hussain and Dr Richard Verity • Director of Adult Social Care; Sheila Downey • Director of Children’s Services; Cheryl Eastwood • Director of Public Health; Dr Jane Rossini • Executive Director of Integrated Strategy and Partnerships; Jo Purcell • Locality Board Chair & two Non-Executive Directors*; David Edwards (Interim Chair), Christine Morgan and Marilyn Aldred

* The Non-Executive Directors were included as part of the interim membership of the HWBB to support learning and share their experiences of working with the NHS at Board level. They will only remain as members of the HWBB for the development and shadow period.

4.2 In determining the ongoing membership of the SHWBB, during the transition year 2012/13, it is proposed that a strategic approach on balance is adopted to ensure the high profile of local democratic legitimacy of the elected members and the legitimate views of the population needs as defined by the day to day experiences GPs have in helping local people with a wide range of health issues.

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4.3 The NHS Commissioning Board and Local HealthWatch will also be statutory members of the HWBB. The Board has agreed to invite representation from Voices 4 Wellbeing (LINks) as local HealthWatch begins to develop.

5. Strapline and Vision

5.1 In August 2011, members of the HWBB came together to agree a strapline and vision (see Appendix 2) setting out what they aim to achieve as a HWBB over the next 10 years. The Vision, subject to ratification by the SHWBB on formal establishment, will be used as part of an annual review of strategy and appraisal as to how well the HWBB is performing.

5.2 The following was agreed by the informal shadow HWBB members:

Strapline: “Co-operating in Rochdale for Better Health & Wellbeing”

Vision Statement:

By 2021, we aim to achieve greater health and wellbeing equality between our most and least deprived communities, with a focus on tackling our priority health and wellbeing outcomes.

We will work in partnership to maximise the assets and resources that we have in the Borough to achieve the best possible outcomes for our population.

People and communities will have high aspirations for their own health and wellbeing outcomes and will feel in control of and able to manage their own conditions.

6. Future Work

6.1 In January 2012, the informal shadow HWBB took some timeout to review progress and ways of working. It was agreed that a new approach was needed for doing business based around three key areas of work: • Driving forward the Public Health agenda • Joint Commissioning – making the whole system work • Oversight of the NHS Commissioning Strategy for primary care, screening and immunisations and specialist NHS services.

To support this new approach for doing business, it was agreed that the Board needed to spend some time during its shadow year increasing its capacity and understanding to enable it to be in a position to set the strategic direction for health and wellbeing from April 2013.

The shadow year also needs to be used to align the working arrangements of the Board and NHS staff with those of RMBC in preparation for the transfer of the public health responsibility and the establishment of the Board.

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7. Next Steps

7.1 The establishment of the HWBB is subject to the successful passage of the legislation through parliament.

7.2 Continued development of the HWBB is supported by a National Learning Network, established by the Department of Health and a regional support programme through the Transition Alliance. The National Learning Network is currently running a series of accelerated learning sets across seven key themes with the aim that each learning set will produce a guidance document for HWBBs in February/March 2012.

7.3 Development of the HWBB will include the establishment of mechanisms to involve wider stakeholders and the public.

7.4 Further questions remain about the legal and accountability issues relating to the HWBB and where the Board will sit within the Council’s governance system. Key issues that require consideration include: i) The Bill refers to the HWBB being a Committee of the Council as defined by the Local Government Act 1972. More clarity is awaited as to any implications this may have for Board membership. There is still national debate on this. ii) Voting rights, particularly with regard to defined Officers as members of the HWBB, and other procedural matters including quorum, statutory meeting notice and agenda publication requirements. iii) The role of overview and scrutiny and the relationship of the HWBB to the Cabinet. iv) Any requirements for non-Council members of the HWBB to observe any Code of Conduct, registration requirements or other regulatory mechanisms the Council may have.

Confirmation of these, and other details will necessitate revision of the Council’s Constitution that will be the subject of reports to the Council in due course.

While much of the detail may not become clear until the Bill has been enacted and Regulations made available, the action learning set on ‘Effective Governance’ should help answer some of these questions.

7.5 Colleagues from Public Health and from RMBC Corporate Services are working closely on all matters of governance in preparation for the establishment of the statutory HWBB from April 2013.

7.6 It would seem reasonable, given that much of the governance and procedural arrangements for the HWBB are still subject to the legislative process, that a six month review of the SHWBB arrangement be recommended to Members.

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Alternatives considered

The establishment of a Shadow Health and Wellbeing Board is required of the Council. As such there is no alternative but to establish the Board.

Consultation proposed/undertaken

The proposal within the report has been developed between Officers from the Public Health Service and RMBC Corporate Services. The three Party Leaders have been consulted, as have the existing membership of the informal Shadow Health and Wellbeing Board.

8. FINANCIAL IMPLICATIONS

8.1 To be determined during the transition year 2012/13.

9. LEGAL IMPLICATIONS

9.1 These are considered above.

10. PERSONNEL IMPLICATIONS

10.1 To be determined during the transition year 2012/13.

11. RISK ASSESSMENT IMPLICATIONS

11.1 There are no specific risk issues for members to consider arising from this report.

12. EQUALITIES IMPACTS

12.1 Workforce Equality Impacts Assessment

There are no workforce equality issues arising from this report which deals with procedural/Constitutional matters.

12.2 Equality/Community Impact Assessments

There are no equality/community issues arising from this report which deals with procedural/Constitutional matters.

Background Papers Document Pl ace of Inspection

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Appendix 1

Rochdale Borough Shadow Health and Wellbeing Board (From Spring 2011, and amended to reflect more formal status)

1. Background

Health and Wellbeing Boards (HWBBs) were a key infrastructure described in the NHS White Paper “Liberating the NHS” and in the Pubic Health White Paper, “Healthy People, Healthy Lives”. The recently published Health and Social Care Bill 2011, sets out the requirement for the establishment of a HWBB in every upper tier local authority, subject to parliamentary approval.

The Board will be formally established from April 2013 but will run in shadow form from April 2012. The period from spring 2011 to April 2012 will provide the opportunity for the shadow Health and Wellbeing Board to be established in Rochdale Borough and to go through a development programme to ensure it is fit for purpose for running formally in shadow from April 2012.

2. Terms of Reference

a) Purpose The HWBB will lead the improvement of the health and wellbeing of the local population, with a specific focus on tackling health inequalities within the Borough. The board will join up commissioning strategies across the NHS, social care, public health and other partners that contribute to health and wellbeing. It will have a clear vision, strategy and delivery plan to keep the business of the board focused and ambitious.

b) Functions • To ensure that all available resources to support health improvement and people’s quality of life are used efficiently and to their full potential. • To lead an assessment of the health and wellbeing needs of the local population and produce a high-level Joint Strategic Needs Assessment • To develop a joint health and wellbeing strategy providing an overarching framework and priorities identified for action within which commissioning plans for the NHS, social care, public health and other health and wellbeing related services will be developed; • To shift the focus of services from crisis management to a preventative approach at key points in the whole life course • To challenge all partners to fully deliver their contribution to the Borough’s priorities for health and wellbeing • To lead joint working and ensure coherent and co-ordinated commissioning strategies, including those of the NHS Commissioning Board.

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• To provide public accountability for services that are directly related to the health and wellbeing of the local population. • To ensure all partners fully understand what outcomes the board are working to and use robust performance management structures to measure progress and success.

During the transition period, the SHWBB will also have within its remit: • Sign off on Public Health transition (which will need to be ratified by the PCT Board); • Sign off on Public Health resource mapping; • Sign off on Public Health performance and finance paper; • Oversight of Public Health Performance.

3. Membership

a) Core Membership Rochdale MBC Leader of the Council (Chair) Rochdale MBC Leaders of the two main opposition parties Rochdale MBC Director of Adult Social Care Rochdale MBC Director of Children’s Services Rochdale MBC/NHS HMR Director of Public Health NHS HMR Executive Director of Integrated Strategy and Partnerships NHS HMR Locality Board Chair & two Non-Executive Directors GP Consortia One representative per Cluster

Each Board Member should have a named deputy. In the event that a Board Member is unable to attend a meeting, their deputy or other named representative should attend in their place.

Other members may be invited to meetings to contribute to specialised areas of discussion.

The Health and Wellbeing Board may appoint additional members to the Board as it thinks appropriate.

b) Chair The Health and Wellbeing Board will be chaired by the Leader of the Council.

4. Meetings

a) Frequency Meetings will be held bi-monthly for the development phase of the Shadow Health and Wellbeing Board.

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b) Quorum Business will only be conducted if the meeting is quorate. A quorum will consist of at least half of members being present, where one must be a local authority elected member, one a representative of the GP Consortia, and one of the DASC/DSC/DPH.

5. Accountability and Reporting Arrangements

The SHWBB is a statutory body of the local authority and will therefore form a part of the Council’s governance framework. During the transition period the SHWBB will be accountable to both RMBC Cabinet and NHS HMR Locality Board.

The HWBB will develop key relationships with other partnerships/organisations and will establish clear lines of responsibility and communication during the development phase. This will include the development of relationships with the Greater Manchester Health and Wellbeing Board and with other HWBBs across Greater Manchester and the North East sector, and establishing links with the Greater Manchester Health Commission.

During the development phase, work will be undertaken to develop positive relationships with the local media.

6. Administration

The agenda for the meetings will be drawn up in conjunction with the Chair and the Director of Public Health.

The agenda and papers for meetings will be distributed five clear working days in advance of the meeting.

7. Review

The Board will review its Terms of Reference and work programme on an annual basis as a minimum.

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Appendix 2

Health & Wel lbeing Board Vision

Health & Wellbeing Board Strap Line

“Co-operating in Rochdale for Better Health & Wellbeing”

Vision Statement: • By 2021, we aim to achieve greater health and wellbeing equality between our most and least deprived communities, with a focus on tackling our priority health and wellbeing outcomes. • We will work in partnership to maximise the assets and resources that we have in the Borough to achieve the best possible outcomes for our population. • People and communities will have high aspirations for their own health and wellbeing outcomes and will feel in control of and able to manage their own conditions. We aim to achieve the Vision by: • Working together as board members and leaders to achieve shared goals and outcomes. • Taking a whole system approach and helping all partners to understand their role in improving health and wellbeing and supporting a system that holds partners to account. • Prioritising action on our key health needs and priorities. • Committing to a long term strategy of prevention and early intervention. • Evaluating what we do and learning from good practice. • Communicating effectively about the services that are available to people and managing people’s expectations of the offer. • Working with individuals, families and communities to raise aspirations and improving confidence and self ‐esteem to achieve good health and wellbeing. • Learning from what people tell us and delivering targeted and personalised health messages to support changes to lifestyles and behaviours. • Leading by example and influencing external agencies and local businesses to recognise and contribute to our ambition for Rochdale. Next Steps

The Vision can be used as part of an annual review of strategy and appraisal as to how well the HWBB is performing.

The steps listed in point 4 above outline how the HWBB will work to achieve the Vision and therefore meet its overall aim of “ Co-operating in Rochdale for better Health & Wellbeing” . In order to meet these objectives it will be necessary for the HWBB to develop a clear joint commissioning strategy, looking at opportunities for collaboration across the whole system, and aligning funding to meet shared goals and outcomes.

As part of the HWBB’s ongoing development, it will need to consider how it will challenge partners and other partnerships as to how they are meeting their roles in relation to improving health and wellbeing.

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Communication will be a key tool in achieving the vision and there will need to be a clear and consistent strategy about what messages are being delivered and how these are communicated. The wider infrastructure of the HWBB will have a key role in communicating with the public about health and wellbeing messages and will support the HWBB to meet its public involvement duty.

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Page 40 Agenda Item 8b

REPORT FOR DECISION

Council 18 th April 2012

Report of the Licensing & Regulatory Committee

REVISION OF THE CONTRACT PROCEDURE RULES

Wards affected: All wards Report Author: Michael Garraway

Telephone: (01706) 924716

To present for approval and adoption the recommendations of the meeting of the Licensing and Regulatory Committee held on 29 th March 2012 in respect of revised Contract Procedural Rules as part of the Council’s Constitution

1. The Licensing and Regulatory Committee recommends that:

1.1 Council approve the revised version of the Council’s Contract Procedure Rules.

1.2 Council authorise the Service Director for Corporate Services and Monitoring Officer to make any incidental amendments to the Council’s Constitution arising from this report.

1.3 Council authorise Service Director for Corporate Services and Monitoring Officer to make any further incidental amendments to the Council’s Constitution arising from this report post implementation and to provide a report to the Licensing and Regulatory Committee and Full Council on any such consequential amendments.

1.4 Council authorise the Service Director for Finance and Procurement to make the necessary changes to the Financial Regulations.

2. Reasons for recommendation:

2.1 Amendments to the council’s Constitution must be approved by Council on recommendation from the Licensing and Regulatory Committee.

2.2 It had been considered that improvements could be made to strengthen links between the Council’s Contract Procedure Rules and its Finance Regulations and Scheme of Delegation to Officers.

Page 1 of 2 Page 41

3. Alternatives considered:

3.1 To maintain the existing Contract Procedure Rules or seek amendments to proposals as detail within the appended report.

Background Papers: See the appended report of the Service Director for Finance and Procurement.

For further information relating to this report please see contact details in the appended report.

Page 2 of 2 Page 42

APPENDIX

Subject: Contract Procedure Rules Status: For Publication

Report to : Date: Regulatory Committee and Full Council Licensing & Regulatory Committee 29 th March 2012 Full Council 18 th April 2012 Report of: Georgina Jones, Finance and Email: Procurement Services [email protected]

Tel: 01706 925107 Cabinet Member : Councillor Farooq Ahmed, Portfolio Holder for Finance

Comments from Section 151 Officer Statutory Officers: Monitoring Officer

Key Decision: No

Forward Plan General Exception Special Urgency

1. PURPOSE OF REPORT

1.1 To seek approval to the revised Contract Procedural Rules

2. RECOMMENDATIONS

2.1 Regulatory Committee to recommend the approval and adoption into the Council’s Constitution of the revised Contract Procedure Rules. 2.2 Regulatory Committee to recommend for Full Council to approve the revised version of the Council’s Contract Procedure Rules. 2.3 Regulatory Committee to recommend for Full Council to authorise the Service Director for Corporate Services and Monitoring Officer to make any incidental amendments to the Council’s Constitution arising from this report. 2.4 Regulatory Committee to recommend for Full Council to authorise Service Director for Corporate Services and Monitoring Officer to make any further incidental amendments to the Council’s Constitution arising from this report post implementation and to

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Page 43 provide a report to the Regulatory Committee and Full Council on any such consequential amendments. 2.5 Regulatory Committee to recommend for Full Council to authorise the Service Director for Finance and Procurement to make the necessary changes to the Financial Regulations.

3. The Proposed Contract Procedure Rules

3.1 It is considered that improvements could be made to strengthen links between the Council’s Finance Regulations and its Contract Procedure Rules and Scheme of Delegation to Officers. 3.2 The improvements will support staff in their understanding and interpretation of the Council’s rules and regulations. 3.3 Full consideration has taken place of the current rules and the revised rules have been drafted to reflect current needs and realistic financial thresholds for the Council’s decision making processes. Full detail is provided in Appendix 1. 3.4 In order to maintain a set of Rules that is up to date with relevant legislation, Council policies and procurement best practice, it is proposed that: i. The delegations to officers contained in the Contract Procedure Rules will be incorporated into the Council’s Scheme of Delegation to Officers as appropriate. ii. The Council’s Scheme of Delegation to Officers be updated to give authority to Service Directors to procure goods, works or services for their service. iii. Service Director for Corporate Services and Monitoring Officer be given authority to make any further incidental amendments to the Council’s Constitution arising from the need to procure goods, works or services for their service and to provide a report to Regulatory Committee and Full Council on a six monthly basis of any consequential amendments to the Constitution. iv. Service Director for Finance and Procurement be given authority to amend the financial thresholds in the Council’s Financial Regulations to reflect those in the Contract Procedure Rules.

Consultation undertaken

3.5 There has been a full consultation with the Council’s stakeholder user groups and Legal and Finance Services.

4. FINANCIAL IMPLICATIONS

4.1 There are no direct financial implications from this report.

5. LEGAL IMPLICATIONS

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Page 44 5.1 The revision of the Contract Procedure Rules will provide clarity of interpretation and remove any scope for ambiguity in the interpretation of the rules. It is important that the Council’s procurement processes are transparent and readily understandable by officers using the procedures to ensure compliance with the rules as part of the Council’s Constitution and to mitigate the risk of potential legal challenge to the Council’s decision making process.

6. PERSONNEL IMPLICATIONS

6.1 There are none

7. RISK ASSESSMENT IMPLICATIONS

7.1 The purpose of this report is to mitigate risk of legal challenge through the procurement process and so there are no specific issues for members to consider arising from this report.

8. EQUALITIES IMPACTS

8.1 Workforce Equality Impacts Assessment

There are no workforce equality issues arising form this report.

8.2 Equality/Community Impact Assessments

There are no equality/community issues arising form this report.

Background Papers Document Place of Inspection Revised Contract Procedure Rules Appended Appendix 1 Changes to the Rules Appended Existing Contract Procedure Rules Appended

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Page 45 This page is intentionally left blank

Page 46 Appendix 1 Overview of Significant Changes to the Contract Procedure Rules 2012

Table 1, below, provides an overview and cross reference to the version dated 2010 of the Contract Procedure Rules to the proposed version being recommended.

Table 2, over the page, highlights the main changes to the Contract Procedure Rules from the previous version, dated 2010. These changes have been made to improve the way the Council does business with third party suppliers and to provide clarity to Council Officers who are involved in the procurement process. The table does not include reference to changes in relation to job titles.

Table 1. Cross reference to 2010 and 2012 versions of the Contract procedure Rules

Section in 2010 Version Section in 2012 Version 1. Purpose 1. Introduction 2. Scope 1. Introduction 3. Steps Prior to Purchase 4.1 Steps Prior to Purchase 4. Deciding which Procurement Method 4.2 Calculating the Total Value of a Contract 5. Conducting a Purchase 4.3 Supporting Local Businesses 6. Drafting your Contract Specification Removed – covered by procurement/legal support * 7. Evaluation Method 4.12 Evaluation of Tenders 8. Shortlisting Tenderers to invite to tender Removed – covered by procurement/legal support * 9. Inviting Tenders 4.7 Invitations to Tender and Quotations 10. Returning Tenders 4.9 Submission and Receipt of Tenders and Quotations 11. Opening Tenders 4.10 Opening Tenders and Quotations 12. Late Tenders and PQQs 4.9 Submission and Receipt of Tenders and Quotations 13. Assessing Tenders 4.12 Evaluation of Tenders 14. Errors and Discrepancies in Tenders 4.11 Errors and Discrepancies in Tenders 15. Notifying Tenderers, Standstill Period and 4.13 Contract Award Contract Award Notice 4.14 De-briefing Bidders 16. Complaints and Challenges 4.15 Complaints and Challenges 17. Conditions and Assignment of Contract 6. Contracts 18. Exemptions 5. Variations to the Rules 19. Nominated Sub-Contractors and Suppliers Removed – covered by procurement/legal support * and standard terms and conditions 20. Transfers of Contracts 6.5 Transfers of Contracts 21. Variations and Extensions 5. Variations to the Rules 22. Disposal of Assets 10. Disposal of Assets 23. Employment of Consultants or Temporary Staff Removed – covered in HR and Use of Consultants Process 24. Partnerships & Joint Working 2. Basic Principles and Responsibilities 25. Antibribery and Corruption 7. Managing Risks 26. Declarations of Interest 7. Managing Risks 27. Risk Management and Security for 7. Managing Risks Performance 28. Contract Form and Signing 6. Contracts 29. Performance Monitoring 8. Contract Management Appendices 1. Glossary Removed – to be available on the intranet 2. Different Types of Service Contract Removed – to be available on the intranet 3. Procurement Flowchart Removed – to be available on the intranet 4. Spend Considerations Removed – covered in Procurement Request Form 5. Hard Copy Tenders Removed – no longer a requirement due to use of the Chest

* Covered by procurement/legal support offered on a contract by contract basis due to the wider variety of contracts the Council enters into.

Page 47 Table 2 Main changes to the Contract Procedure Rules

2010 2012 Detail Change Reason for Change Changes Version Version Approved by Title and Title and Section Ref Section Ref 2 Scope 2.1 Basic Now includes reference to Anti- Requested by Audit in line with Agreed by Principles fraud and Anti bribery Policies the updated Council policies. Legal, Procurement and Audit n/a 2.3 Storing Details the new policy on storing To ensure that the Council has Agreed by of Tenders of signed contracts ready access to all contracts Legal, and should it be required and copies Procurement Contracts are kept under seal where and Audit required. This is also in line with Constitution 14.04 http://www.rochdale.gov.uk/pdf/20 11-03- 30_Part_2_Articles_of_the_consti tution_v10.pdf 3 Steps 4.1 Steps Addition referencing all Offifcers The form has been designed to Agreed by Priors to Priors to to complete the Procurement assist the procurement process Legal, Purchase Purchase Request form before starting any and ensure compliance with all Procurement process. relevant legislation and Council and Audit policies. Additional note directing all Ensures the contract is adhered Agreed by Officers to consult the Service to and value for money is Legal, Director, Corporate Services, on achieved through seeking Procurement how to proceed with a tender competitive bids in line with any and Audit when a strategic partnership is in existing contractual place. arrangements.

4. Deciding 4.2 Includes an example calculation Avoids confusion as to the value Agreed by which Calculating of how to work out total contract that applies as officers must Legal, Procurement the Total value. consider the TOTAL value. Procurement Method Value of a and Audit Contract

Information regarded as “Advice” As advice may change in line with Agreed by removed and will now be will now legislation updates it has been Legal, be published as guidance notes decided to keep the advice Procurement and will be available on the separate from the rules to avoid and Audit Councils Internet and from having to take minor changes to Corporate Procurement. Council.

5 4. 4 Details how to decide which No levels were previously stated Agreed by Conducting Purchase of procurement procedure applies. for works and this two tier level Legal, a Purchase Goods/ There is no change to the increases opportunities for local Procurement Services/ threshold for Goods and Services suppliers to do business with the and Audit Works but new thresholds are introduced Council. based on for Works as follows: discussions with Property Under OJEU (Under £4.3m) Client, Obtain quote/tender through The Property Chest in line with the Rochdale Services, Construction Process. Must invite Economic a minimum of five and receive at Affairs, J21 least one quote back. and Executive Above OJEU (Above £4.3m) Director, Use the relevant North West Transformation Construction Hub Framework by inviting suppliers on the framework to bid in a mini competition through The Chest. Follow EU procedure, or where this does not apply Invite tenders based on OJEU practices.Page 48

It is also proposed to change the approval limits as per below: Up to £250k Ensures decision making is made Agreed with Service Director in consultation with full consideration of value for Service with Service Directors, Finance money, Council aims and Directors, and Procurement and Corporate legislative framework. Finance and Services – currently sits with Procurement Service Director. and Corporate Over £250k Services Cabinet

6 REMOVED N/a Regarded as Advice and has Agreed by Drafting been removed. Information will Legal, your now be published as guidance Procurement Contract notes and will be available on the and Audit Specification Councils intranet and from Corporate Procurement. 10. 4.9 All tenders now to be received Meets national procurement Agreed by Returning Return of electronically through the Chest. strategy and the Council’s own Legal, tenders tenders strategy to do business Procurement electronically. Reduces the risk of and Audit fraud and challenge as provides a fully auditable trail of when tenders were received and the content. 11 4.10 Under £5k ‘Tenders opened in New functionality allows Officers Agreed by Opening Opening front of at least two officers from to send and receive quotes via Legal, tenders Tenders and contracting Service’ changed to The Chest and provides a full Procurement Quotations ‘One Procurement Officer’ audit trail which reduces any risk and Audit and therefore it is felt, justifies one officer opening a bid as opposed to two. This also makes the process more efficient. £5k- £50k ‘Tenders opened in With the move to all quotes and Agreed by front of at least two officers from tenders being submitted online, Legal, contracting Service’ changed to this change makes the process Procurement ‘Head of Procurement or more efficient and as above, a full and Audit appointed deputy’ audit trail is available and so reduces the risk of fraud and/or bribery. Above £50k ‘Tenders verified by All tenders are now submitted via Agreed by an officer from Legal And The Chest. Whereas previously, Legal, Democratic Services in front of at two officers would be present to Procurement least one officer from the view the removal of seals, ensure and Audit contracting Service. In some compliance with the procurement circumstances the Borough process and that no bribes were Solicitor can delegate to the being taken, this is now replaced Corporate Procurement Manager by an online release which or their Deputy for verification.’ negates the risk of fraud and/or changed to ‘Legal to remove seal bribery through the removal of the and tender submissions to be seal electronically. This is fully verified and released by Lead auditable. The compliance checks Procurement Officer following increases the efficiency of the compliance checks’ process by eliminating any non- compliant bids in advance of evaluation. This also reduces any risk of challenge to the process. 16. 4.15 All challenges now to be This provides an audit trail Agreed by Complaints Complaints submitted via The Chest. through the process and ensures Legal, and and Legal and Procurement can Procurement Challenges Challenges advise the Officers accordingly and Audit and minimise the risk of challenge to the Council. A successful challenge could result in financial penalties and/or delays to the Page 49 contract delivery. 18. 5.2 • Applications for values under Previous CPR did not set any Agreed by Exemptions Procedure £50k can be signed by the values. These values have been Cabinet on Head of Corporate agreed to assist in the efficient 30 th January Procurement. running of the Council. 2012 • Applications for over £50k are to be signed by Service Director, Corporate Services. • Any Variation over £250k must be approved by Cabinet • The contract offered by a Exemption added to allow the Agreed by supplier is to undertake Council to benefit from external Legal, investigative spend and/or review of the Council’s spend Procurement contract analysis with the that may identify cashable and Audit outcome of achieving savings. savings. 17 6.2 • Contracts under £50k signed Changes to ensure all contracts As agreed by Conditions Contract by Head of Procurement, not are signed accordingly Cabinet 30 th and Formalities two officers Jan 2012 Assignment • Over £50k to be signed by Constitution 14.04 needs to be of Contract Service Director, Corporate amended Services or under Seal. 22 Di sposal 10 Refined to only reference to the Instructions on disposal of land Agreed by of Assets Disposal of disposal of goods deleted as this is guidance Legal, Assets provided by the Asset Procurement Management Group and covered and Audit by the Council’s constitution in Appendix: Scheme of Delegation to Officers – Land and Property http://www.rochdale.gov.uk/pdf/20 10-12- 30_Scheme_of_Delegation_Offic ers_v14.pdf 25 7.1 Changed to include new Bribery Requested by Audit in line with Agreed by Prevention act. the updated Council policies. Legal, of Procurement Corruption/ and Audit Anti-Bribery

N/A 11 New procedure for letting Advises Services to seek advice Agreed by Contracts of contracts that have no cost to the in all instances as an exemption Legal, no cost to council. may be required or an alternative Procurement Council procedure may need to be and Audit followed. The advice will vary depending on the nature of the arrangement.

Page 50 Agenda Item 9a ROCHDALE METROPOLITAN BOROUGH COUNCIL

LEADER’S REPORT TO THE COUNCIL

REPORT OF THE LEADER OF THE COUNCIL TO THE MEETING OF COUNCIL ON 18 TH APRIL 2012

1. ‘Thank you Mr Mayor for the opportunity to report to the Council the latest developments on various matters relating to the Leader of the Council.’

I am pleased to announce, at the end of this financial year, that not only have we managed to achieve all the savings which we intended to achieve in 2011/12, but we also have a balanced budget for 2012/13, and firm foundations for savings for future years.

This has been a real challenge and I congratulate the Portfolio Holders and thank the Officers for the efforts they have made in achieving these savings of £ 10.5M in 2012/13 and £ 60M in 2011/12.

2. Whilst making these savings Officers of the Council have continued to develop key initiatives and take forward major change programmes. In particular I am delighted that the review of Impact has concluded and we are now moving into an implementation phase which will see significant transfer of responsibilities back in-house and an overall improvement in performance and efficiency in this crucial area.

3. Schools - All construction works at Hollingworth and Siddal Moor were completed during January 2012. An official opening event was held at Siddal Moor on 23rd March 2012. Works are continuing at Cardinal Langley and Matthew Moss. The last phase at Matthew Moss is due to be handed over at Easter 2012, whilst works at Cardinal Langley will be completed over the summer. Construction work started on a further four schemes during the Autumn term 2011: Middleton Technology School, Holy Family RC and CE College, Brownhill Learning Community and Kingsway Park High School.

4. Town Centres – I am delighted to report the continuing improvement of Town Centres across Rochdale, Heywood, Middleton and Littleborough. In particular, in Rochdale work is progressing on the Transport Interchange, Metro-link and Number One Riverside. I realise this causes disruption to local people and we are doing everything we can support traders, retailers and citizens of the Borough as this progresses. We continue to develop our plans to re-open the river through Rochdale Town Centre and with our feasibility study on the future use of the Town Hall including a wish to see it as a National treasure , a much brighter future lies ahead.

5. Middleton Gardens Improvements, phase 2, has finished which was ceremonially opened by The Mayor recently, and I am pleased to see that the final phase of works will take place and be concluded by Christmas 2012.

6. Our Borough has been in the spotlight nationally for reasons we would rather not be known for, but I am proud of the way our citizens, traders the Police, Community Mediators and Officers responded to the unwelcome attention of extremist minority demonstrators trying to make a point in our borough. Together we showed them what a cohesive and resilient community we are. Page 51

7. We said goodbye to our former Chief Executive, Roger Ellis, and I am pleased to announce the arrival of Jim Taylor, our new Chief Executive on 1 st May 2012. I have already thanked Roger publicly and I now look forward to working with Jim as he leads the paid service into the future.

8. As we work towards the transfer of Public Health responsibilities to Rochdale, the establishment of a Shadow Health and Well Being Board presents the Council with a real opportunity to address some of the Borough’s health needs. I was pleased, as Chair of Cabinet, to receive the thorough and extensive report of the Health Overview & Scrutiny Committee which came with an impression range of recommendations.

9. Our High Street Foundation is now up and running, and I am pleased to see a wide range of initiatives being put in place to support Rochdale and other Town Centres at challenging times like this. Our high quality Portas bid has gone in and we all wish it luck.

10. Kingsway has had a wonderful year, with the JD Sports Facility approaching completion, Asda and its 1,000 jobs starting on site, and continuing growing interest in Kingsway Business Park “the jewel in the crown of Greater Manchester’s Employment Sites”.

11. We continue to celebrate the year of Co-operation, with events such as the Fairtrade Fortnight, Heritage Walks, School Enterprise Day, ‘You Me and Us’ photography competition, Business Breakfast and, of course, Jenning’s launch event, already having taken place and much more in the pipeline.

12. Lastly, of course, I am so proud of our Community Champions who won a Community Award for their work at the LGC Awards last week.

Councillor Colin Lambert Leader of the Council 4.4.12.

Thank you Mr Mayor, I will be pleased to answer any questions from Members of the Council about these or any other matter relating to the Leader of the Council.

Page 52 Agenda Item 9b

ROCHDALE METROPOLITAN BOROUGH COUNCIL

CABINET MEMBER REPORT TO THE COUNCIL

REPORT OF THE CABINET MEMBER FOR FINANCE TO THE MEETING OF THE COUNCIL ON WEDNESDAY 18 TH APRIL 2012

Thank you Mr Mayor for the opportunity to report to the Council the latest developments on various matters relating to the Finance Portfolio.

I would like to take this opportunity to thank Roger Ellis for his dedication and hard work he had served to this borough over the last 12 years. In our last council meeting our Council leader and lead members expressed how he will be greatly missed by everyone. In his time he had played a vital role in ongoing regeneration to this borough, leading schemes and projects including, redevelopments in the town centres, substantial private sector investment at Kingsway, Metrolink involvement to this town. Witnessing transformation of Rochdale town centre with the new build of the municipal offices and bus station. Also playing key role in the stock transfer which is going to be first in the country in housing mutual at this grand scale and the list continues. Now we can all share the glory but let’s give the real credits to the man who had taken the bullet and was in the frontline of the press taking the flak and criticisms. My hat goes off to you Roger and I hope you have a happy retirement.

The budget approved by Council on February 22nd included a package of savings proposals totalling £10.5m. The savings respond to the final formula grant settlement confirmed by Government. As part of that budget Council Tax levels will not increase during 2012/13 helping local people during difficult economic times. The Council continues to look at innovative ways to achieve savings so as to minimise the impact on the front line services, these include issues such as Asset Rationalisation, procurement savings, joint working initiatives with other local authorities e.g. through AGMA work etc however it is recognised that the level of savings required will impact on the level of services the Council can provide.

Despite the funding reductions our gross combined revenue and capital expenditure will be over £600m during the next financial year. This represents an important investment to our local economy in jobs, services and our public realm.

Over the past 12 years there has been around £1bn of investment in the regeneration of the Borough with significant investment planned for the future.

The focus during the next few months needs to ensure we deliver this budget, implementing the agreed savings plans and ensuring expenditure across services is managed well to prevent avoidable pressures. This will ensure we are in the best possible position to tackle the future financial challenges that face Council over the next two years.

The overall financial position for 2011/12 remains in balance with a one off under spend against budget of around £6m. Services are working to maximise the level of under spend that can be carried forward to support the position in 2012/13 and beyond. This is in recognition of the level of risk inherent in the level of funding

Page 53 reductions that need to be delivered.

Work has already commenced and will continue to the end of June on closing down the 2011/12 financial position and producing the Council’s statement of accounts. This is a substantial area of activity within the financial diary. The accounts will be fully compliant with international financial reporting standards and provide an increased level of financial information for the user.

As previously reported the Council still has to make substantial on going savings in the coming years, currently this is estimated at £36.5m, the final figure will be dependent on a number of factors including the outcome of the changes to be made nationally around Business Rates and Council Tax Benefit.

Thank you Mr Mayor, I will be pleased to answer any questions from Members of the Council about these or any other matter relating to my Finance Portfolio .

Being Positive Generates Positivity

Councillor Farooq Ahmed Portfolio Holder for Finance

Thank you Mr Mayor, I will be pleased to answer any questions from Members of the Council about these or any other matter relating to the Finance Portfolio.

Page 54 Agenda Item 9c

ROCHDALE METROPOLITAN BOROUGH COUNCIL

CABINET MEMBER REPORT TO THE COUNCIL

REPORT OF THE CABINET MEMBER FOR HEALTH, ADULT CARE &AND HOUSING TO THE MEETING OF THE COUNCIL ON WEDNESDAY 18 TH APRIL 2012

Adult Social Care

It has been another busy and interesting time in adult care since I last reported to Council.

The service has been focussed on preparing for the widespread implementation of personal budgets. Colleagues will be aware that there is a target that everyone eligible for adult social care (except people in residential care) will have a personal budget by April 2013. Some people will take this as a cash budget and others will ask the council to manage it for them. It will be their choice. To do this, the service has developed a new Resource Allocation System; this allocates a cash amount following an assessment. This will be used from now onwards.

Since I last reported to Council the Care Quality Commission has undertaken 2 unannounced regulatory inspection visits to our STARS service and also to the Intermediate care service at Springhill which works with older people with mental health problems, especially dementia. Inspectors review records, talk to users, talk to staff and managers and review training. They also take account of any other customer feedback they have received outside of the inspection process. CQC make a judgement about whether services are compliant with standards around quality, safety, dignity and respect; safeguarding and meeting the outcomes expected. There are 4 grades; a judgement of compliant is the best. Our services were found to be compliant on all of the 10 areas that were looked at. I would like to congratulate all the staff involved in these services for achieving this. I am determined that we keep talking about the dignity and care of older people , we know all too well what a challenge this is for our society today.

As always carers and dementia are top of my priority list. I attended the formal opening of the new carer’s resource. I am very pleased that we have been able to achieve this, not eh 10 th anniversary of the carers resource being formed. I was there when it first started in 2002, and I’m hoping to be there again in 10 years time! There is a very small staff group at the carers resource, much of the work that goes on is done by carers, for carers. The staff and carers are now determined to develop their support more and reach out to even more carers in the coming year.

There is also new service starting for people with dementia and their carers. This is funded as an investment to save project. This is a partnership between Crossroads, the Council and the Alzheimer’s society. It is called the Cameo Service (come and meet each other) – activities, skills, relaxation time and support for people with dementia and their carers. People with dementia and their carers must be a top priority for the borough and for the country. Anyone who has a family member or friend affected will understand the impact this disease has on people’s lives.

In January Adult Care received some additional national funding to ensure delayed discharges from hospital are kept to a minimum. We already have very low numbers of delayed hospital discharges for social care reasons, and we are investing this money in helping the whole health and care system to work better for older people. In particular we are making more personal care available overnight, and at weekends with the aim of helping to care for older people at the very end of life who want to end their life at home. We are talking to Springhill hospice and Pennine Community NHS Trust about how we can do this together, as well as our new Clinical Commissioning Group. Page 55

Housing

NEW AFFORDABLE HOUSING COMPLETIONS IN 2011/12

In the 2011/12 financial year housing association partners and Rochdale Boroughwide Housing have delivered a total of 80 new affordable homes on sites across the borough. The majority of the new homes, ie, 66 properties are for rent with the remaining 14 properties for shared ownership.

The total investment brought into the borough as a result of the development of new homes is over £9.3 million of which £3.8 million is grant funding from the Homes and Communities Agency

The eight completed affordable housing schemes in 2011/12 include the following:

Birch Hill Gardens, Rochdale – 12 family houses Gable Drive, Middleton – 6 bungalows Hill Street, Heywood – 5 family houses Holmes Street, Rochdale – 2 family houses (Refurbishment scheme) Kitchen Street, Rochdale – 12 family houses Romney Avenue, Rochdale – 6 bungalows Woodbine Street, Rochdale – 27 family houses

There are currently 4 schemes on site which are on target will deliver 53 affordable homes in 2012/13. A further 2 affordable housing schemes are due to start in 2012/13.

6 of the 8 completed affordable schemes contain energy efficiency measures to meet the requirements set out in level 3 of the Code for Sustainable Homes. The RBH scheme at Romney Avenue has however achieved the higher code level 4.

The energy efficiency features included in Romney Avenue bungalows include:

• Photo Voltaic Panels – the panels generate electricity for the property and feed any surplus back in to the national grid.

• Timber Frame - the new bungalows are timber frame construction, which has a higher level of thermal insulation and air tightness than a traditional masonry construction.

• Low Energy Light Fittings – These have been provided where possible throughout the properties and could cut energy wastage by 3 quarters and save tenants money on their electricity bills.

• Restricted Water Usage – The bungalows have been fitted with flow restricted taps in the bathrooms, and the showers have a reduced flow rate. All toilets have a dual flush mechanism which reduce water use by approximately 30% and will help tenants save money on water usage.

Empty Properties

At any given time there are approximately 3,600 empty properties within the Borough, of which over 90% (3240+) are in private ownership, the remaining properties (less than 350) are in some form of public ownership (Council, Housing Association) and are mostly void properties in the normal relet cycle between tenancies.

Given that the majority of the empty properties are not available to be offered to people on the waiting list and may not meet their needs in respect of the type, size, location and Page 56 tenure, it can be seen that it is difficult to match-up empty properties with homeless applicants for housing.

The Council is keen to help owners of empty properties to bring them back into use and offers these owners a range advice and practical assistance, which is free of charge, and has had some success in bringing these private properties back into use.

Empty Property performance indicator, BV064, definition is ‘The number of private sector vacant dwellings that are returned into occupation or demolished during the current year as a direct result of action by the Local Authority’

Our performance:

2004-2007 an average of 21 empty properties were brought back into use per year 2007-to date an average of 186 empty properties have been brought back into use per year.

A total of 959 empty private sector properties have been brought back into use since 2004. Over 170 empty properties have been brought back into use over the last 2 years through partnership working with the Bond Board.

Empty Property Strategy

The Empty Property strategy is currently being reviewed and is undergoing a process of rigorous consultation between internal council departments and external delivery partners to ensure that strategies and policies are aligned prior to presenting the revised strategy for member approval in the immediate post-election period. In the interim the empty property work will continue in line with the current strategy, pending the additional governance provisions included in the revised strategy.

Recent achievements

Recent achievements include working in partnership with Regenda Housing Association to bring 2 properties on Holmes Street back into use as family accommodation. The properties have been fully refurbished by Regenda, with the aid of government grant and their own borrowing, and will be let by them. The repaired and refurbished properties will eventually be returned to the Council.

Private rented sector

The economic downturn has resulted in increased demand for private rented properties within Rochdale. This has led to some landlords attempting to cut corners by failing to keep their properties up to standard or by not following legal procedures. Ensuring that the rules are followed and properties are of an adequate standard is a high priority for the Council as it determines peoples’ living standards and helps to protect some of the more vulnerable members of our communities.

The Council has recently pursued three successful prosecutions against landlords who have failed to follow the rules, resulting in them receiving fines of between £500 and £3,473 each. There are several other cases pending legal action and it is intended that pressure will be maintained on landlords to ensure that they follow the rules, maintain their properties and behave as responsible landlords.

I also understand that there may be landlords that may be struggling financially for one reason or another. I would urge them to contact us if for any reason the fault lays with any of the councils’ departments.

Page 57 A VOTE OF THANKS

May I take this opportunity to thank all the staff that has endeavoured to fill my wish list over the last 16 months. There have been many sad moments trying to arrive at reasonable cuts to my Portfolio. Yet they have managed to give the Council some good news, such as the Cares new home base.

In January 2011 we had just a matter of weeks to come up with the budget for February’s council meeting. Not just myself but also officers spent late nights, and sleepless nights scrutinising all budgets. I know the work that was done, and personally thanked the teams of officers for their hard work.

It was always my intention to keep as much of the Adult Care services as possible. Yet when you come to the bottom of the kitty, you sometimes have no choice. Though it will not get any easier.

I hope that whoever takes this role on after May, will continue with the Borough’s Adult Care strategy for a place for Dementia Care at the ‘End of Days.’

I also wish to thank my group for having trust in me to try and do the right thing in all quarters; and also colleagues from both sides of the chamber who have recognised that I have not had an easy task and have either been understanding or gentle with me during questions and remarks!

Many thanks.

Linda Robinson

Thank you Mr Mayor, I will be pleased to answer any questions from Members of the Council about these or any other matter relating to the Health, Adult Care &and Housing Portfolio.

Page 58 Agenda Item 9d

ROCHDALE METROPOLITAN BOROUGH COUNCIL CABINET MEMBER REPORT TO THE COUNCIL

REPORT OF THE CABINET MEMBER FOR CHILDREN, SCHOOLS & FAMILIES TO THE MEETING OF THE COUNCIL ON 18TH APRIL 2012.

Thank you Mr Mayor for the opportunity to report to the Council the latest developments on various matters relating to the Children, Schools & Family Portfolio.

Ofsted Outcomes Since this January 2012 when the new Ofsted Framework was implemented we have had 14 inspections; 29% (4) judged as outstanding, 42% (6) judged as good, 29% (4) judged as satisfactory. Since the new framework came in 71% of schools in Rochdale have been judged good or better. Of the ‘satisfactory’ judgements 2 of these were schools that were previously judged within the Ofsted category Notice to Improve.

Presently in Rochdale 26% (17) of our schools are judged as outstanding, 48% (31) are judged as good, 25% (16) are judged as satisfactory and we have 2% (1) school in an Ofsted category (Special Measures). Overall 74% of our schools are judged as good or better.

BSF The projects at Hollingworth Business Enterprise College and Siddal Moor Sports College have been completed with the final phase inspections carried out. Works are progressing well at Cardinal Langley and Matthew Moss, with walk-round inspections completed as each phase reached the end of the relevant defect liability period. Good progress is being made on the Darnhill, Middleton Technology, Holy Family and Kingsway Park projects. The Final Business Case submission has been sent to Partnerships for Schools for Brownhill and Saxon Hall for approval and we are anticipating signing contracts before the end of March. The Stage 1 reports for Falinge and Wardle have been approved by the Authority. Detailed work is going on to reach financial close before the end of the summer term for St Cuthbert’s

Primary Schools Capital The Primary Capital Programme has now come to an end. Between April 2009 and now a total of £10,000,000 PCP specific funding was invested in major refurbishments and re-modelling at 5 schools- St.John’s RC, Little Heaton CE, St.Mary’s RC (Langley), Kentmere CP, Harwood Park CP, as well as a complete new build for Deeplish CP. Future capital investment for primary schools will be through the normal capital programme, with the priorities being building condition and additional school places.

School Admissions Offers of places for secondary schools were sent out on 1 st March. There were 2,053 on time first preferences for schools in and outside the borough and of these 1,934 parents were offered their first preference (94.2%)

Skills Team RMBC Skills Team are leading on national pilots for Raising of the Participation Age (RPA) which means 17 year olds must remain in education, employment and/or training until 17 by 2013 and 18 by 2015.

RMBC Skills Team are working with schools to prepare them for their new Information Advice and Guidance statutory duties which begin in September.

NEET is at its lowest for 5 years. Rochdale Connexions Service report that the November 2011 to January 2012 average was 6.8%.

Apprenticeships - Increases in apprenticeships across all ages are above regional and national averages – Rochdale now has 2,264 apprentices and show a 13% increase for 16-18 year olds

Youth Unemployment - Significant opportunities exist such as the Department of Business, Innovation and Skills Youth Contract, Employer Led Skills and GM Youth Unemployment projects- RMBC will remain at the forefront of these activities ensuring best value for our residents and employers.

Page 59 1 of 3 Department of E ducation (DfE) Underperforming S chools Colleagues from the DfE have visited twice in the last month. Firstly to meet with senior officers to discuss the underperforming ‘200’ and ‘500’ schools in the LA and to agree DfE action/follow up and secondly to visit our only remaining Ofsted category school. The DfE agreed with governors that to avoid distraction for the school another visit would not be considered before the Autumn term 2012.

Sure Start From April a new programme will be rolled out across all children’s centres providing support to parents at key milestones in their children’s’ lives. The idea is to help parents to form networks with parents who are experiencing similar things and to address any issues or concerns as early as possible to reduce the need for referrals at a later stage.

Early Years Transition Standards. Over 150 practitioners from Private, Voluntary and Independent sector childcare providers and schools attended the launch of these standards at the end of February. The purpose of the Standards is to ensure that all children are supported as fully as possible as they move into school to maximise their emotional wellbeing and learning

Children with Disabilities Team - the whole Children with Disabilities Team recently moved into the Municipal Offices in preparation for transfer of the whole service to 1 Riverside on completion.

Short Breaks (Respite Care) - we are currently re-commissioning our Short Breaks provision for Children with Disabilities. We have had a fantastic response from Service Providers and are now evaluating these with a view to awarding contracts for the new financial year.

Special Educational Needs – Rochdale Additional Needs Service Review - we have undertaken a Review of our specialist support services for children with needs such as visual impairment, hearing impairment, autism, etc. We are now consulting with all stakeholders as to their views on the new proposals.

Special Educational Needs & Disability Green Paper Pathfinder Bid - we are working closely with our Parents’ Forum for Children with Disabilities in developing the SEN and CWD Pathfinder and will be recruiting families in the near future to work together with us on some of the areas we have been asked to consider; for example the use of personalised budgets.

Heywood - the Youth Service team in Heywood have been called out to support Police action around right wing protests in the town. Because of their knowledge of the town and very positive relationships with young people the youth workers have been able to successfully divert and engage young people who may otherwise have got involved, been hurt and/or picked up a criminal record.

Fusion - during February half term the Youth Service took 37 year 10 young people nominated by Rochdale schools on a 5 day residential. As well as taking part in a variety of outdoor and adventurous activities the main focus for the week was to learn the principles of building cohesion and cooperation (as part of the International Year of the Co-operative). The group included young people from a variety of backgrounds, schools, ethnic groups and a range of abilities and disabilities.

Middleton Showcase - the Youth Service annual performing arts Showcase event took place at Middleton Arena on Fri 10 Feb. Twenty two talented acts ranging from singing, rapping, dancing, playing musical instruments performed throughout the evening to an audience of over 400 young people.

Watching Me Watching You Event - members of the Youth Council joined more than seventy young people from across the North West at the Watching Me, Watching You event in Salford in February to discuss the impact that cigarette branding and smoking in the media has on young people.

Residential Colonmendy Centre - ten young people with disabilities who attend the Saturday Youth Service provision at Springvale Youth Centre had a fun packed three day residential at the Colonmendy Centre during February half term.

The Mayor’s Youth Awards The Mayor’s Youth Awards Ceremony took place on 21 st April 2012. This was an inspiring event where young people’s achievements were recognised.

Children’s Champion The new Children’s Champion is Lewis Threlfall, aged 11, from St Edward’s Primary School, Castleton. He was elected by over 7,000 children after an election campaign. All 7 candidates attended an event at the Town Hall, with family, friends and schools on 23 rd March, where the results of the election were announced. Page 60 2 of 3

Fostering and Adoption Initiatives In February we underwent an Ofsted inspection of our Fostering Service. The expectations of inspectors have risen since our last Fostering inspection in 2008, and we are pleased that the team was judged Good in all areas. This outcome is a credit to the staff and carers and is a welcome recognition of a service that works hard to support foster carers to offer high quality care to children looked after. The fostering team have recruited and trained 33 fostering households to the service over the last year.

Youth Offending Team Rochdale is participating in the Greater Manchester Transforming Justice initiative, and exploring options for greater collaboration in the delivery of Youth Offending Team services with Bury.

Accommodation for Vulnerable Young People The Commissioning process in relation to providing supported accommodation for young people has now been completed, and we are working in partnership with a voluntary organisation and our own Young People’s Support Team to offer suitable supported accommodation options to 16 and 17 year olds. We have also entered into negotiations with potential partners to increase the range of accommodation options for young people leaving care.

Child Sexual Exploitation The court case in Liverpool in relation to offences committed against a number of young people in Rochdale is expected to finish towards the end of April. Work to support children and young people has been ongoing, and the Sunrise Team, the specialist team set up to support young people at risk of sexual exploitation, has recruited additional staff and moved into its new headquarters within the new Rochdale Police Divisional Headquarters.

Awareness Raising Briefings have been delivered to over 7,000 pupils in high schools across the Borough and information sent to parents and carers.

Peer Challenge The Government is now encouraging sector-led improvement rather than just external inspections. Local Authorities Children’s Services Departments are participating in a process of peer challenge as part of this improvement. Rochdale are going to be challenged by colleagues in Knowsley between now and the end of may as part of the first tranche of challenges.

Corporate Parenting The National Children’s Bureau is going to be working with our Corporate Parenting Forum during the next 3 months to further develop our work with Looked After Children as a whole Council.

Foster Carer’s Dinner I attended the annual Foster Carer’s dinner dance on 24 th March 2012 at the Town Hall. Awards were presented and many of the newly recruited foster carers were there.

Thank you Mr Mayor, I will be pleased to answer any questions from Members of the Council about these or any other matter relating to the Children, Schools & Families Portfolio.

Councillor Donna Martin CSF Portfolio Holder 18 th April 2012

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Page 62 Agenda Item 9e

ROCHDALE METROPOLITAN BOROUGH COUNCIL

CABINET MEMBER REPORT TO THE COUNCIL

REPORT OF THE CABINET MEMBER FOR INTERNAL AND ENVIRONMENTAL SERVICES TO THE MEETING OF THE COUNCIL ON 18 th April 2012

Planning and Regulation

The Climate Change Supplementary Planning Document has been approved for consultation by all townships. This is a groundbreaking document and exemplifies the Council’s commitment to addressing Climate Change.

No Major Planning Application has been refused within the Borough over the past twelve months. Whilst this is good news for investors it is a product of early engagement with developers to ensure that schemes are improved or to tell them not to submit proposals which would be recommended for refusal.

Green Infrastructure Plans have now been prepared for three Townships. Only Rochdale is outstanding and here we are collaborating with community groups to develop a plan.

Over £400k in Open Space Contributions under S106 have been received since April 2011. Additional substantial payments are due soon. We will shortly engage with Townships over spending priorities for the sums received. This has already been undertaken in Heywood.

Taxi Ranks have been changed in Rochdale Town Centre to reflect major construction works. A full access and Movement Plan for the Town Centre is nearing completion.

The Kelvin Avenue Contaminated Land investigation works have been completed. We are now analysing the results to establish ways of remediating the problems.

Wilton Grove/Kent Walk/Durham Walk Flood mitigation works are underway (should be completed by 18 th April)

Following endorsement by Cabinet the Service has now taken on Car Craft as its first client under the Primary Authority role, This means that the Service has a role in providing Trading Standards advice across the UK for the company. The Service will be paid for this work.

Community Safety

Operation Span trial :

Members will be aware that (against the background of the Op Span trial in Liverpool involving 11 males from Rochdale for child sex exploitation) there has been some unrest in Heywood, culminating in the protest carried out by the National Front and English Defence League on 3 March 2012. Due to the professional manner in which the protest was policed, there were only 3 arrests over the course of the day and disruption to the community was kept to a minimum. However, Council staff also played a major role in support, with Youth Workers diverting young people away from the scene; community activists (including Heywood councillors) on prominent display; and Licensing staff ensuring that local pubs remained closed until after the conclusion of the event. Whilst it is anticipated that further demonstrations may take place as the trial proceeds, the Heywood event can be considered a success from the perspective of the local community.

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Forthcoming events :

Officers are working hard to ensure that three forthcoming events in June 2012 are as successful as possible. These include the Diamond Jubilee (4 and 5 June), the Olympic Torch relay (23 June) and the Stone Roses concert in Heaton Park at the end of that month. The multi-agency Events Group is due to meet on 14 March to ensure that progress remains on track.

Operational Services

Environmental Management

Recycling

Our recycling rate continues to rise, latest figures for the first two quarters of 2011/12 show we achieved a recycling rate of 37% the highest recycling rate we have ever achieved during this period

First 2 quarters 2009/10 = 36% 2010/11 = 30% (affected by reclassification of garden waste shred and spread) 2011/12 = 37%

Recycling Initiative

A leaflet was delivered to households in 5 areas of the borough where the blue bin/bag uptake is relatively low in order to boost usage of blue bins/bags and to improve the amounts of paper and card collected.

The 5 areas were : • Belfield/Cloverhall • Wardleworth/Hamer • Milkstone/Deeplish (part of) • Darnhill • Langley (part of)

The leaflet had a freepost return slip to make it as easy as possible for residents to order a blue bin or bag.

The campaign has been funded by the GMWDA.

So far in excess of 500 new requests for blue bins /bags have been received as a result of this exercise

As a result it is intended the exercise will be repeated in the following additional lower performing areas:- • Spotland/Falinge • Kirkholt • Hollins • Smallbridge/Great Howarth • Central Heywood/Back of the Moss

Facilities Management

Catering

The school catering service continues to work with schools promoting healthy eating and assisting schools in promoting healthy lifestyle initiatives.

Page 64 F.M are presently assisting with the cook for life project which is taking place in various schools.

This project is for parents or carers and children, it equips them with culinary skills, nutritional knowledge.

The Town Hall Bistro's new menu has proved to be successful - it is showing an average increase in income of 20%

Caretaking and Cleaning.

The efficiency proposal for back of house cleaning in public buildings will commence on the 1st April.

The F.M operational team are putting into place action plans and training for staff and communicating to service users the proposed changes to ensure a smooth transition to the new cleaning regime.

Councillor Martin Burke Portfolio Holder for Internal and Environmental Services

Thank you Mr Mayor, I will be pleased to answer any questions from Members of the Council about these or any other matter relating to the Environmental Services Portfolio.

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Page 66 Agenda Item 9f

ROCHDALE METROPOLITAN BOROUGH COUNCIL

CABINET MEMBER REPORT TO THE COUNCIL

REPORT OF THE CABINET MEMBER FOR CORPORATE SERVICES & ECONOMIC DEVELOPMENT TO THE MEETING OF THE COUNCIL ON WEDNESDAY 18TH APRIL 2012

Local Government Awards 2012 I am delighted to report that our Community Champions initiative has won a national award. The ground-breaking initiative was announced as the winner of the Local Government Chronicle’s Community Involvement Award in recognition of how it has transformed people’s lives. The programme involved the Council and its partners working with people from across the borough to develop new ways of supporting residents who are facing real challenges. As a result, there are now 185 Community Champions who have delivered more than 2,000 positive outcomes relating to wellbeing, families, skills and employment.

Equality and Diversity Work is progressing across the Council to meet the new requirements of the public sector equality duty and to achieve the Council’s target of level 3 of the Equality Framework for Local Government.

Communications The communications team have been busy with new communication channels and our Twitter feed has now reached over 3,000 followers - more people than before, and we are reviewing our social media presence to make it more effective. The texting system that has been trialled since January with Cabinet, ELT and LSPB members, is now being rolled out to help us share good news.

Also, as part of a wider ‘This is Rochdale Communications Strategy’ it is proposed that a ‘Good news’ monthly electronic newsletter is launched to be distributed to all stakeholders including business leaders so everyone can see how the borough is changing for the better. Communications Officer Rachael Suthurst achieved Highly Commended for leading the marketing of the You Can Foster NW campaign.

Regeneration Apprenticeships: Numbers have been increasing and the borough now has 2264 apprenticeship of all ages. This is higher than the regional and national averages. 200 new employers in the borough have taken on their first apprentice this year, but there are a significant number of employers that will be targeted to get involved in the apprenticeship drive.Rochdale Council is contributing to the new Greater Manchester Commitment to Youth Unemployment by helping fund 276 new job opportunities with training for 16-24 year olds. (for info- 176 will be apprenticeships and 100 pre apprenticeship training with job)

Tourism: As part of the International Year of Co-operatives, we launched the Rochdale Town Centre heritage trail and programme of guided walks including, Heritage Trails, Countryside walks, Blue Badge walks and Ghost walks. These were promoted at the national Great Days Out Trade Fair in February, along with the Rochdale Borough Group Travel Guide for 2012, a key attraction being the Middleton Golden Cluster of historic buildings (for info – Middleton Parish Church, Old Grammar School, Edgar Wood Centre and the Olde Boar’s head)

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Rochdale Borough High Street Foundation: The Rochdale Borough High Street Foundation was launched in February, and already over 135 high street businesses from across the Borough have signed up to join the Foundation. The Foundation is being driven by businesses to play an active role in shaping the future of our high streets and town centres. The Foundation supported the development of the Portas Pilot bid, which has now been submitted. Please give it your support via facebook or in writing in to the Economic Affairs Team at the Municipal Offices.

New Council Buildings: On 7 th March the Rochdale Township Meeting approved the name for the new Council of partners building in Rochdale as Number One Riverside. Progress on the construction is continuing with the windows and facades being installed, following this the internal fit out will commence. The project is still scheduled to be completed in time and in budget. Rochdale Leisure Centre is due to be completed on time and in budget with handover scheduled for mid May.

Rochdale Town Centre: Rochdale Council & partners have taken further steps to reinforce town centre trading in the period whilst major developments are taking place in the town centre (circa £250m of major development activity). This has involved the establishment of the Future Town Centres Board involving Senior Officers and local MPs to oversee the town centres and in particular Rochdale

Work on the site of the £11.5m new Rochdale Interchange bus station is continuing apace with new retaining walls now complete and the appointment of the main contractor for the construction announced by Transport for Greater Manchester (TfGM). Preparation for construction of the Metrolink stop on Smith Street started in March and works to install the tracks and comprehensively improve the public realm along the route including Drake Street will continue throughout the year.

A Development Agreement with Genr8 is due to be completed for the TC East scheme shortly. Further details of all the projects and a fly-through visualisation can be accessed on the town centre development web site via the following link www.rochdaletowncentre.com

Middleton Town Centre Works on Middleton Gardens Phase 2a are now complete and the Gardens were formally opened by the Mayor on the 3 rd March. Preparatory works are now being developed to begin the Phase 2b scheme later this year.

Heywood Town Centre The Central Heywood (former Boots site) project group has started initial option appraisal work, looking at the residential development potential for this site. The project group includes representatives of RMBC, RDA, Rochdale Boroughwide Housing and Guinness Northern Counties.

Kingsway Progress on site is going well with the development of the Asda facility moving forward. The earth moving operation is underway and the watercourse diversion is almost complete. The operation will be run by Wincanton who are talking to the Council about local recruitment and training requirements. JD Sports have moved about 150 staff into the new unit with the next phase of relocation due in April. They have provisionally agreed to fund a bus service to bring staff into work for the 6am shift from Heywood. David Wilson Homes have so far sold 8 of the houses on Plot S within the first tranche of 25 dwellings which is progressing well. TfGM are constructing the Kingsway Metrolink Stop which should be complete in the next two months. The proposed Company developing the pub/restaurant Page 68 for the village centre has agreed Heads of Terms with Wilson Bowden and the documentation is currently with lawyers to conclude the deal. Negotiations with Tygavac are going well and it is hoped that a deal can be agreed over the next couple of months.

Marketing • Event held at JD Sports in January to promote Kingsway to North West and Yorkshire industrial and office agents. • Kingsway Sustainable Development Guide designed and circulated for approval. • RDA has a stand which will promotes the borough's business locations at the Business North West conference at Manchester Central (17/18th April). • Manufacturing Event to be held on 23rd April - highlighting the borough's manufacturing capabilities and support available • Optimisation of Kingsway website continues - now ranking on page one of Google for search terms around industrial space to let and for sale in Manchester

Inward Investment • 24 enquiries received into the borough throughout January-March 2012. • 15 companies assisted with Regional Growth Applications this year and 2 successful so far. With Private Sector Leverage from RGF approvals of £16.2 • Number of potential new jobs = 178 • Number of potential safeguarded jobs = 181

In total including the Asda and JD Sports and other commitments across the Borough this means over 2,500 jobs - we are doing well against the backdrop of the downturn and all concerned are to be congratulated.

Thank you Mr Mayor, I will be pleased to answer any questions from Members of the Council about these or any other matter relating to the Corporate Services & Economic Development Portfolio.

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Page 70 Agenda Item 9g

ROCHDALE METROPOLITAN BOROUGH COUNCIL

CABINET MEMBER REPORT TO THE COUNCIL

REPORT OF THE CABINET MEMBER FOR PERFORMANCE & PARTNERSHIPS TO THE MEETING OF THE COUNCIL ON WEDNESDAY 18 TH APRIL 2012.

Thank you Mr Mayor for the opportunity to report to the Council the latest developments on various matters relating to the Performance & Partnerships.

Update on the Street Lighting PFI - April 2012

The Street Lighting PFI commenced as planned on 4 th July 2011 operating out of a new depot at Kingsway Business Park. Since service commencement, Eon have attended to 3,967 street lighting faults with an average repair time of 3 days.

Following consultation with Townships in September 2011, the asset replacement programme started in October 2011 with the first three Wards being in Middleton. As works have progressed into each Ward, the Township and Members have been consulted on a one-to-one basis. To-date seven hundred new energy efficient street lights have been installed; improving the night time environment and reducing the Council’s energy consumption and carbon footprint.

An element of the lighting to be replaced is within conservation areas. As a result, Eon in partnership with the Client Monitoring Team and the Council’s Conservation Officer, have proposed a heritage style solution for these areas. This was made possible by additional funding provided by Middleton Township.

Eon have achieved a number of quality assurance accreditation and are registered with the Considerate Contractor Scheme. A number of new posts have been created including the creation of two apprenticeships. A Members’ guide is being prepared and will be circulated in the very near future.

2012 Olympic Games

I am pleased to report exiting news for the Borough in relation to the Olympic Games - on Saturday 23 rd June the Olympic Torch is going to be carried five and a half miles in total by Torchbearers through Rochdale and Heywood on day 36 of its 70 day journey around the UK. Torch bearing events in both town centres will be organised by Link4Life, the Council and Rochdale Town Centre Management Company giving people the chance to take part in a whole range of activities before and after the Torch passes through.

The Arts & Heritage Service