Agenda and minutes

(1)  A member of the public asked if the Cabinet recognised Government policy of forty-two days imprisonment without charge and whether the Cabinet had a collective opinion on it?

The Leader, along with Councillor Hussain, explained that any Government policy must be adhered to and as such the Council had no collective view on it.

(2)  A member of the public asked that, since the new St. Ann’s Leisure Centre was smaller and more efficient than the old facility with the running costs being less, why were the prices rising and why could people not use their Rothercard for single visits?

Councillor Smith explained that people could use their Rothercard for single visits and the prices were controlled by the Council and not D.C. Leisure.

(3)  A member of the public asked in view of Wimpey’s announcement of £1.5 billion losses did the Cabinet feel it was better for the Council to wait rather than sell Herringthorpe Playing Fields in a depressed market?

Councillor Smith pointed out that the Council was not intending to sell Herringthorpe Playing Fields. Funding had been looked at to support refurbishing the playing fields and for some of the brownfield sites around the playing fields to be sold off.

In a supplementary question, the member of the public asked if the Council decided to sell the area allocated, was it better to wait rather than sell in a depressed market?

Councillor Smith advised that members of the public should visit Rotherham Show where a model was available for viewing on plans for Herringthorpe Leisure Centre and Playing Fields.

-        Chief Executive to report.

The Leader introduced a report by the Chief Executive, which provided an update on progress of the “Strong and Prosperous Communities” the Local Government White Paper, the Local Government and Public Involvement in Health Act 2007 and the Council’s implementation plan workstreams.

Further developments contributed to the reform agenda, building on previous documents. The most recent key development was the “Communities in Control” White Paper, published on 9th July. This took forward some components of the previous White Paper together with aspects of the Governance of Britain Green Paper, published in July, 2007 and the Action Plan for Community Empowerment, published in October, 2007. The developments in “Communities in Control” were the subject of the second report, including new workstreams within the Council’s implementation plan.

The following sections provided the latest position on implementation of the 2007 Act and the “Strong and Prosperous Communities” White Paper and the progress to date on implementation in Rotherham:-

·              Local Government & Public Involvement in Health Act 2007.

·              Summary of action within Rotherham relating to implementation of Local Government and Public Involvement in Health Act 2007.

·              “Strong and Prosperous Communities” White Paper October 2006

Most of the Government’s proposals arising from the Strong and Prosperous Communities White Paper and the 2007 Act were assessed as cost neutral by Regulatory Impact Assessment, efficiencies meeting new costs or by the Government transferring funds as had been the case with LINKs.

Issues around the expectations on participatory budgeting etc. were expected to be about how the Council prioritised and allocated funds rather than growth budget items. Additionally, issues covering strategic commissioning and developing local markets would have an impact.

Final statutory guidance covering commissioning was published on 9th July. The national Participatory Budgeting Strategy was still awaited.

The Council would need to remain alert to cost implications of the Government’s reforms and incorporate into the Medium Term Financial Strategy.

The RMBC Implementation Plan provided for risk assessments against each workstream in the plan.

The Council had made good progress in addressing each of the workstreams, reducing risk to the Council to a minimal level.

Existing project groups taking forward “Our Future” were addressing the implementation of relevant aspects of the reform agenda and legislative requirements.

The greatest level of uncertainty related to those aspects of the 2007 Act that have not yet commenced and where the commencement date was not yet known. These were issues beyond the Council’s control, but were regularly monitored and updated in the RMBC Implementation Plan.

Resolved:-  (1)  That the progress in implementing the requirements set out in the Local Government and Public Involvement in Health Act 2007 be noted.

(2)  That the provisions of the Act not yet commenced be noted and further reports be received as appropriate when commencement details were known.

-        Chief Executive to report.

The Leader introduced a report by the Chief Executive, which provided an update on progress to date in implementing the “Strong and Prosperous Communities” White Paper and the Local Government and Public Involvement in Health Act 2007, adding workstreams and actions to the Council’s implementation plan to address the latest developments.

The Government published its awaited Empowerment White Paper “Communities in Control” on Wednesday 9th July. The White Paper took forward and developed further a number of the commitments made in the Strong and Prosperous Communities White Paper, published in October, 2006; the Governance of Britain Green Paper, published in July, 2007 and actions being piloted in the Action Plan for Community Empowerment, published in October, 2007.

The White Paper was divided into eight chapters, each of which was accompanied by an action plan of specific commitments, of which a summary was provided in the report.

Government commitments included in the “Communities in Control” action plan have been incorporated in the Council’s Local Government Reform Implementation Plan.

The key points from “Communities in Control” were:-

·              Chapter 1: The case for people and communities having more power.

·              Chapter 2: Active citizens and the value of volunteering.

·              Chapter 3: Access to information.

·              Chapter 4: Having an influence.

·              Chapter 5: Challenge.

·              Chapter 6: Redress.

·              Chapter 7: Standing for Office.

·              Chapter 8: Ownership and Control.

There would be increased costs associated with implementing the Government’s proposals, however, the Government was committed through the “Central/Local Concordat”, agreed with the Local Government Association, to “ensuring that public services, including new obligations imposed on Councils, are properly funded”. New costs have been identified by a Regulatory Impact Assessment indicating a one off cost of £2.94 million and annual costs of £92.09 million across England. It was not possible at this stage to identify the direct financial implications for Rotherham.

The RMBC Implementation Plan provided for risk assessments against each workstream in the plan.

Existing project groups taking forward “Our Future” were addressing the implementation of relevant aspects of the reform agenda and legislative requirements.

Whilst the Government was committed to meeting the costs of new burdens, there was a risk that additional income to the Council via the grant formula would not cover the actual costs of implementing the new requirements across the Borough.

Cabinet Members noted the significant challenges contained within this White Paper, many of which were already being reviewed as part of the Our Future initiative.

Resolved:-  (1)  That the proposals set out in the “Communities in Control” White Paper be noted.

(2)  That the workstreams for inclusion in the Council’s Local Government Reform Implementation Plan be approved.

(3)  That an All Member Seminar to present the Government’s proposals set out in “Communities in Control” take place on 23rd September, 2008.

(4)  That this report be referred to the Our Future Groups 1 and 3 and the relevant workstreams to Groups 2, 4 and 5.

-        Chief Executive to report.

Councillor Sharman, Deputy Leader, introduced a report by the Chief Executive, which, as part of the next stage of policy review of policies recommended for refresh/review in 2008, detailed a new process of monitoring the effectiveness and impact of policies using the new National Indicator Set and other local measures and proposals to create an Electronic Policy Library for the publication of policies.

Policy review in Rotherham had gone through several key stages in recent years. The process started with a major review of the Council’s key plans and strategies, ensuring alignment to the Community Strategy and Corporate Plan priorities and fit for purpose criteria. The process then proceeded to review a range of operational policies and plans for alignment, which resulted in the development of a Policy Framework Map, setting out, in a clear and consistent manner, the Council’s policies and those adopted in partnership with other agencies.

The report now took forward proposals for Policy Review 2008. The proposals have been developed following a review of the overall policy framework and build on experience to date with key criteria being taken into account.

Several Policies were due for refresh in 2008/09 and also a number have been identified as requiring review.  These included:-

·              School Organisation Plan.

·              Inclusive Learning Service Plan.

·              Youth Justice Plan.

·              SEN Strategic Development Plan.

·              Anti Bullying Plan.

·              Rotherham Early Education, childcare and Extended Services Strategy.

·              Education Development Plan.

·              Regeneration Plan – to be replaced with the new Economic Plan for Rotherham 2008 / 2020.

·              Tourism Plan.

·              Cultural Strategy – not to be replaced.

·              Extra Care Housing Strategy.

·              Housing Strategy.

·              BME Housing Strategy.

·              Homelessness Strategy.

·              Customer Access Strategy.

·              Neighbourhood Charters.

·              Area Plans.

·              Corporate Equality Strategy.

·              Race Equality Scheme (plus a single equality scheme to be developed).

·              Workforce development Strategy.

·              Sustainable Development Framework.

·              Town Centre Action Plan.

·              Strategic Economic Zones.

·              Rural Framework.

·              Cycling Plan.

·              Parking Strategy.

The introduction of the new National Indicator Set provided the opportunity to rationalise the process for monitoring impact of policies with the framework. The revised map identified the alignment of National Indicators to policies where a clear link existed. It was proposed that this was the principal form of monitoring, but that local indicators, where relevant and would add value should also be used. Alongside the use of data, policy officers for each theme would give a qualitative overview of the success and impact of policies in their relevant theme. 

The findings have fed into the list of policies recommended for review this year and such a qualitative assessment would also be used as part of the ongoing policy review process.  It should be noted that these have been done in partnership with directorates.

Some key cross-cutting policies were identified as not easily aligning with National Indicators. Where this was the case, it was proposed that policy officers agree with Directorates what measures would be used for monitoring the policies concerned.

It was imperative that the Council’s financial profile reflected its overall priorities and so the Council’s Medium Term Financial  ...  view the full minutes text for item 64.

-        Strategic Director of Environment and Development Services to report.

Councillor Smith, Cabinet Member for Regeneration and Development Services, introduced a report by the Strategic Director of Environment and Development Services, which detailed how, due to the Leisure Facility redevelopment programme and the related closure of Herringthorpe Leisure Centre, along with the general need to improve facilities based on feedback already received, officers produced a draft proposal for the Herringthorpe Leisure Site, which included the Leisure Centre, Athletics Stadium, playing fields, the former nursery site and the grounds maintenance depot. Members requested that officers provide residents with information on the draft proposal in order to establish whether or not more detailed planning should be undertaken. This report, therefore, provided a summary of the feedback gained from the information sharing process that took place during the three months from March – May, 2008.

In order to get the information to as many groups and individuals as possible a number of different methods were used and the report provided a summary of the feedback obtained.

Feedback which asked questions or identified concerns mainly related to:-

·              The detail of the proposal (e.g. size and location of facilities, type and size of development, and transport/access/parking issues).

·              Why was the leisure centre closing.

·              Concerns about proposals, which at some time in the future, might suggest further development on the site.

·              Alternative ways of delivering the improvements that did not mean using adjacent land for development.

·              Community use of Herringthorpe Leisure Centre once the Council no longer needs it to deliver leisure services.

Feedback which expressed support for the proposal focused on:-

·              Meeting a need for improved sport and facilities.

·              Improving the site for wider recreation purposes and contribution this will make to general health an fitness.

·              Ensuring a wide range of provision to cater for different age, gender and interest.

·              Particular benefit to athletics and football.

·              Cost of use.

·              Ensuring facilities are protected against misuse and vandalism.

If the proposal was taken forward the next steps would be:-

·              Develop more detailed draft plans for the Herringthorpe Leisure site and in particular address the issues raised above.

·              The Valuation Manager instructs a planning consultant to provide a planning brief and highway issues with potential solutions for the development of the sport and active recreation use on the Herringthorpe Leisure site and the potential residential development of the Leisure Centre and former Nursery/depot sites.

·              Planning consultants provide plans and 3D images of the planning brief for the whole site for the public to view.

·              Explore options for funding, including potential partnering arrangements.

If more detailed planning was undertaken costs would start to be incurred. These would have to be carried out at risk as currently there were no budgets or funding allocated to this proposal. Professional support may be required (e.g. production of master plan) and officer time would also be needed. It was suggested that this retrospectively funded from any capital receipts received from the site as part of the redevelopment proposals. This would require Cabinet approval via CSART in first instance.

At this point the  ...  view the full minutes text for item 65.

-        Strategic Director of Finance to report.

Councillor Sharman, Deputy Leader, introduced a report by the Strategic Director of Finance, which showed the latest position in how the Council’s most significant risks were being managed.

The reporting format had two key features:-

·              An ‘At a glance’ picture of corporate risks both before and after risk management action.

·              A more detailed register that reflected the position of each corporate risk as at 30th June, 2008.

The risks contained in the register required significant ongoing management action. In some cases additional resources may be necessary to implement the relevant actions or mitigate risks. Any additional costs associated with the risks should be reported to the Corporate Management Team for consideration on a case by case basis. 

It was important to continuously review the effectiveness of the approach to capturing, managing and reporting corporate risks. This report was aimed at retaining the top score of 4 in the Use of Resources Key Lines of Enquiry.

Cabinet Members welcomed there being no “red” risks and asked questions on various topics, which were answered.

Resolved:-  (1)  That the updated corporate risk register and the absence of any residual red risks be noted.

(2)  That assurances be sought as necessary from Strategic Directors on how risks were being managed

(3)  That any emerging risks be added to the corporate risk register.

-           Chief Executive to report

The Leader introduced a report by the Chief Executive, which detailed The “Our Future: Towards an Organisation Development Strategy for Rotherham MBC” paper produced by the Chief Executive prior to the release of the Government’s White Paper “Strong and Prosperous Communities” which was considering a number of Government agendas for change in Local Government and anticipated much of what was in the White Paper. 

The six Our Future Groups reported their findings and recommendations which were now being progressed as projects within six programmes of work. These projects were well underway and this report provided an exception based report of progress to-date.

The report provided information relating to:-

·              Risk Ratings.

·              Further issues for consideration.

The Programme Office and Programme Manager position have been staffed from existing resources. Project Managers and Teams were also made up of officers currently employed within the Council.

Business Cases have been and would be produced for each project within the Our Future programme of work, at which point further financial implications would be made clear.  The alignment and delivery of the Our Future programmes to the MTFS would be fundamental.

Programme and Project management was key to the effective delivery of change.  The Our Future Programme was a significant programme of change which might not be achieved effectively without strong programme/project management. 

Resolved:-  (1)  That the progress made across each of the six Our Future Programmes of work be noted.

(2)  That the merger in structure to Projects One and Two, relating to the Constitution, within Programme One be approved.

(3)  That the changes in structure to Project Five within Programme Three, relating to devolved powers, be approved.

(4)  That the revised reporting arrangements for Programme Five Workstyle, which was now managed by an Officer Project Group, be approved.

-        Chief Executive to report.

Councillor Sharman, Deputy Leader, introduced the minutes of the Corporate Improvement Board held on 2^nd June and 7^th July, 2008.

Resolved: That the minutes of the Corporate Improvement Board held on 2^nd June and 7^th July, 2008 be received.

-        Strategic Director of Environment and Development Services to report.

Councillor Smith, Cabinet Member for Regeneration and Development Services, introduced the minutes of the Local Development Framework Members’ Steering Group held on 21^st July, 2008.

Cabinet Members reported that they were awaiting details of the recent Government announcement of support for housing, which would hopefully benefit many Rotherham residents.

Resolved: That the minutes of the Local Development Framework Members’ Steering Group held on 21^st July, 2008 be received.

-        Chief Executive to report.

Councillor Sharman, Deputy Leader, introduced the minutes of the Members’ Training and Development Panel held on 24^th July, 2008.

Resolved: That the minutes of the Members’ Training and Development Panel held on 24^th July, 2008 be received.

The following items are likely to be considered in the absence of the press and public as being exempt under Paragraph 3 of Part 1 of Schedule 12A to the Local Government Act 1972 (information relates to financial or business matters).

Resolved:- That, under Section 100A(4) of the Local Government Act 1972, the press and public be excluded from the meeting for the following items of business on the grounds that they involve the likely disclosure of exempt information as defined in Paragraph  3 of Part I of Schedule 12A to the Local Government Act 1972 (information relates to financial or business affairs).

-        Chief Executive, RBT, to report.

The Leader introduced a report by the Team Leader for RBT, which detailed an application by Rotherham United Football Club for relief from business rates under Section 49 of the Local Government Finance Act 1988.

The finance and risks and uncertainties associated with this rate relief were detailed and referred to in the report submitted.

Resolved:-  That the granting of discretionary hardship rate relief of:-

(a)  75% for 08DH01 for the period of 30th June, 2008

(b)  75% for 08DH02 for the period 1st July, 2008 to 31st March, 2009

(c)  100% for 08/01 for the period to 30 June, 2008    

be approved with the position of the Football Club being kept under review.

(Councillor Sharman declared a prejudicial interest on the grounds of being a season ticket holder of the Club and left the room during the discussion)

-        Strategic Director of Environment and Development Services to report.

Councillor Smith, Cabinet Member for Regeneration and Development Services, introduced a report by the Strategic Director of Environment and Development Services, which outlined the current position relating to the procurement of the proposed new civic office and a request for authority to commit to the principle of a 35 year lease of the premises, subject to verification of certain elements of the work.

The report drew specific attention to:-

·              Town Centre Council Accommodation Strategy.

·              The Worksmart Project.

·              Indicative Timetable.

The finance and risks and uncertainties associated with this Strategy were detailed and referred to in the report submitted.

The Cabinet considered the details in the report, together with details of the Outline Proposal for the development and reviewed the financial and legal positions and the importance of this development to providing excellent customer services and regenerating the town centre.

Resolved:-  (1)  That a conditional contract be entered into for the procurement of new civic office accommodation subject to:-

·              Final agreement on specification.

·              Obtaining planning permission for the proposed development.

(2)  That a further abortive cost agreement be entered into on a shared risk basis (50:50) to permit enabling works to commence on the 5th January, 2009 and to allow completion of the design.

(3)  That the Assistant Chief Executive, Legal and Democratic Services, be authorised to complete the necessary legal documentation.

(4)  That a further report be submitted describing the wider renaissance activities which could begin to take place as a result of the civic accommodation proposed.

-           Chief Executive to report.

The Leader introduced a report of the Chief Executive which gave an update on discussions with Rotherham United Football Club, the Football League and the Football Stadia Improvement Fund Limited since the meeting of Cabinet held on 30th July 2008 and to agree a revision to the terms of the bond.

The finance and risks and uncertainties associated with these discussions were detailed and referred to in the report submitted.

(1)  Resolved:-  That the contents of this report be noted.

(2)  Recommended:-  (a)  That the Council enter into a Deed of Novation with the Football League and the Chairman of Rotherham United Football Club regarding the bond entered into by the Chairman in the sum of £750,000.

(b)  That as a result of the recommendation (a), rescinds the previous recommendation to Council to enter into a bond with the Football Foundation (the Football Stadia Improvement Fund Limited) (see Minute No. 58 of the Cabinet held on 30th July, 2008).

(Councillor Sharman declared a personal and prejudicial interest on the grounds of being a season ticket holder of the Club and left the room during the discussion)