Agenda and minutes

There were no questions from members of the public.

-        Strategic Director of Children and Young People’s Services to report.

Further to Minute No. 52 of the Cabinet held on 8^th September, 2010, Councillor Lakin, Cabinet Member for Safeguarding and Learning Opportunities for Children, introduced the outcome of the review of Personal, Social, Health and Economic Education (PSHEe) which was conducted by the Children and Young People's Scrutiny Panel in conjunction with the Youth Cabinet.  This Review had now been considered by the Council’s Strategic Leadership Team, whose comments on the findings and recommendations were attached for Cabinet’s consideration.

The review made sixteen recommendations in total and these have been discussed by relevant officers and comments given about each one. Each recommendation is listed with a response which was intended to set out whether the  recommendation was accepted [along with any caveats] or was partially or not accepted with reasons why this was the case.

Since the review was submitted, the change of Government had led to many changes which directly affected the ability of carrying out the Scrutiny recommendations for PSHEe.

The report set out in detail the response to each recommendation and the financial implications of implementation.

Additionally, Members noted that the current Government changes regarding funding have implications for the School Effectiveness Service where the Rotherham Healthy Schools Team was based.  There would be a reduction in staffing levels within the Healthy Schools team from five consultants and eight project workers to two consultants from January, 2011 and no project workers from March, 2011.  The responsibilities of the two remaining consultants were PSHEe and Healthy Schools work, so support for schools in these areas could still continue as well as support for the wider remits of Health; helping the Local Authority to meet national and local targets linked to prevention and early intervention work via universal education (e.g. Drug education and Sex and Relationships education).

Changes to the Ofsted Inspection Framework weakened the links to PSHEe for example the ‘School Level Wellbeing Indicators’ and  ECM would not exist and the SEF, which includes PSHEe/Health links as evidence of school improvement is likely not to be required as part of the inspection process.

The Government supported the continuation of the Healthy Schools scheme with a focus on local needs and led by schools.  However, it was believed that schools would need continued support to achieve Rotherham priorities.  The Government had also indicated its support for PSHEe especially linked to continued reduction in teenage pregnancies, reduction in young people’s drug alcohol and tobacco misuse and increase in young people’s financial capability.  The publication of the Government’s Education White Paper was awaited and the clarification locally regarding strategic decisions/funding which would affect the support available to carry out the recommendations in the PSHEe Scrutiny Review.

Resolved:-  (1)   That the Strategic Leadership Team’s commentary on the Scrutiny Review into PSHE in Schools be noted.

(2)  That the recommended actions to the sixteen Recommendations of the Review as outlined in the report be approved.

-        Strategic Director of Environment and Development Services to report.

Councillor Smith, Cabinet Member for Regeneration and Environment, introduced a report by the Strategic Director of Environment and Development Services, which set out details to examine and discuss accommodation issues arising from the joint use and occupation of premises by South Yorkshire Police and the Council.

At the present time the Council policy towards occupation of Council premises by third parties was as follows:-

·              Market rent to be charged unless a business case dictates that the organisation can not sustain a market rent in which case a sponsoring Council service may give a grant to pay for the market rent.

·              In exceptional circumstances a rent of £50 a year may be charged.

The report set out in detail the types of uses, suggested Capital and Revenue Charges for each of the above options and the three types of accommodation (drop-in centres, dedicated accommodation and new build).

The aim was to get some transparency in the occupational cost of property without implementing a bureaucratic process in doing so.

The costs of re-visiting existing arrangements/setting up new agreements by officers in the Asset Management Department would need to be paid for by the service involved.

A re-visit of existing premises may produce a need for further investment in the venues to alleviate overcrowding/health and safety issues

Resolved:-  (1)  That the principles outlined in the report be approved.

(2)  That the Director of Asset Management implements the proposed charging structure.

-        Chief Executive/Strategic Director of Finance to report.

Councillor Wyatt, Cabinet Member for Resources and Commissioning introduced a joint report by the Chief Executive and the Strategic Director of Finance, which set out a potential approach for the Council to take forward shared services. It provided detail of the key drivers and current policy context for Shared Services, identified suggested principles and criteria to inform the Council’s approach and suggested priorities for early development of shared services. Further information was also provided on some background research and case studies in relation to shared service delivery across local government.

The report set out further information in relation to:-

·              Background and current policy drivers.

·              Defining Shared Services.

·              Principles and criteria for identifying Shared Services.

·              Right services.

·              Right partners.

·              Right time.

·              Next steps.

The current financial climate was a key driver for developing opportunities to deliver shared services. However, it should be noted that there were cost implications associated with different approaches and a full cost benefit analysis should be an integral part of any business case.

Priority should be given to those projects which delivered maximum savings and improvement benefits which could be delivered relatively quickly in order to help the Council to address the challenges posed by cuts in Government spending and to support front line services.

There was a financial risk in that the Council might be unable to fund the transformation to shared services, or that benefits were not realised and savings not delivered as forecast. Practical issues such as back office support for the new service, pay and grading, pensions, insurance, governance and so on would need to be addressed and resolved in planning and delivering projects. Ensuring there was a robust business case and cost benefit analysis should help mitigate against these risks.

There was a risk that political support might not be sustained for the duration of this arrangement. This should be mitigated through ensuring that arrangements were acceptable to Members in Rotherham, and where applicable in other Councils and that political support and buy in was sought at the earliest opportunity. Similarly there would be a need to build and secure support from key stakeholders engaged in or affected by the proposals.

Reputational risks were possible, for example, there may be negative media against this proposal. Clear communications plans would be required to ensure that the rationale and benefits for individual projects were well understood and communicated.

Legal and procurement implications would need to be considered in relation to individual proposals.

Resolved:-  (1)  That the principles and criteria for taking forward Shared Services be approved.

(2)  That a further report be submitted to the Cabinet in January, 2011 from the Strategic Leadership Team, which would identify five or six priority projects which represented areas which could be either delivered quickly, or where there was most opportunity for delivering savings.

-        Strategic Director of Children and Young People’s Services to report.

Councillor Lakin, Cabinet Member for Safeguarding and Learning Opportunities for Children, introduced a report by the Strategic Director of Children and Young People’s Services, which summarised the Business Plan for Outdoor Education, which reviewed the current responsibilities and functioning of the provision and proposed measures to improve and secure future provision.

The Outdoor Learning Business Development Plan also provided an overview of outdoor education provision provided by the Council, together with the associated expenditure, budget and level of usage.

Rotherham’s Outdoor Learning Team had three key roles:-

·              Activity/centre provision at Crowden, Ulley and at Habershon.

·              Running of The Duke of Edinburgh’s Award (DofE) Licence on behalf of the local authority.

·              Fulfilling the statutory duty of monitoring and approving educational visits under the Health and Safety at Work Act (1974) and the Children Act (2004) across the authority (including schools).

Over the past few years the base budgets for Crowden, Habershon and Ulley have been reduced/removed and income targets set.

The purpose of the Business Plan was to review current provision, where appropriate make change to ensure best value and effectiveness and secure this very important service and opportunity for future children and young people of Rotherham.

The Plan, therefore, made three key proposals:-

1.      Implementation of a revised pricing structure:-

·              The pricing structure has been reviewed for Habershon House, with the proposal being to remove the subsidy for transport completely and increase the in house charge from £33.60 to £35.50 (per person per night), and the external price from £36 to £38 (per person by night), for the main season and setting challenging usage targets.

·              New proposed pricing structure for Ulley is to raise the price from £180 to £225 per full session/day (6 hours) and from £90 to £150 for a half day. 

·              In relation to Crowden a full review of costs and charges is currently being undertaken in conjunction with the YHA.       

2.      Implementation of marketing plan to increase awareness and useage.

3.      Introduction of a charge for EVOLVE and related advice and guidance. The proposal is to introduce a £0.8134 charge per pupil for the use of EVOLVE and related advice and guidance to all schools in Rotherham. The level of this charge would need to be reviewed on an annual basis.

The recommendations within the review were self financing, however, there were some risk and uncertainties.

Crowden Outdoor Education Centre was leased from United Utilities and the Council was obligated to this for the next fifteen years, as such there was no possible capital gain from the building.

Habershon House was owned by the Council and the sale of this could bring a one off payment.  Habershon was valued at £500K in February, 2010. 

If usage targets were not met this would lead to an overspend. The budget would be profiled and monitored regularly.

EVOLVE and the role undertaken by designated Outdoor Education Advisor fulfilled the statutory duty of monitoring and approving educational visits under the  ...  view the full minutes text for item 122.

-        Strategic Director of Environment and Development Services to report.

Councillor Smith, Cabinet Member for Regeneration and Environment Services, introduced a report by the Strategic Director of Environment and Development Services, which sought approval to appropriate Oaks Lane Depot from the Department of Housing and Neighbourhood Services to the Department of Streetpride.

It was noted that this asset had been declared surplus to requirements and an appropriation from the Department of Housing and Neighbourhood Services to the Department of Streetpride needed to take place to comply with the Council’s financial regulations.

The land to be appropriated had a value of £180,000 with estimated costs for review and disposal.

There were no risks associated with an appropriation.

Resolved:-  (1)  That: an appropriation of Oaks Lane depot from the Department of Housing and Neighbourhood Services to the Department of Streetpride at a value of £180,000 be approved.

(2)  That the Assistant Chief Executive, Legal and Democratic Services completes the necessary documentation.

(3)  That the Director of Central Finance amends the Council’s financial records.

-        Strategic Director of Environment and Development Services to report.

Councillor Wyatt, Cabinet Member for Resources and Commissioning, introduced a report by the Strategic Director of Environment and Development Services, which detailed, in line with EU, National and Council plans, the Council had developed a Sustainable Procurement and Commissioning Code of Practice with emphasis on buying local.

The Sustainable Procurement and Commissioning Code of Practice followed the recommendations of the EU Sustainable Public Procurement (SPP) Task Force

 (The Marrakech Process) and OGC sustainable practices.

The Code of Practice had been developed in consultation with procurement specialists and aimed to:-

·              Promote sustainability and environmental considerations through the Council’s Procurement Strategy.

·              Reduce consumption of resources through improved operating techniques and employing new efficient technologies.

·              Work in partnership with contractors and suppliers to minimise the environmental impact of their goods and services.

·              Encourage procurement of local products and services.

·              Where feasible, purchase goods and materials that can be manufactured and disposed of in an environmentally sustainable way.

·              Encourage the use of local workforce.

·              Encourage skills development of the workforce.

·              Maximise positive social impacts.

The Code of Practice would not replace the aim of value for money, but rather supported it, by the approach that was taken throughout the procurement process.

The Code of Practice assessed risk as part of the procurement process resulting in minimal risk.

Resolved:-  That the Sustainable Procurement and Commissioning Code of Practice be approved.

-        Chief Executive to report.

Councillor Sharman, Deputy Leader introduced the minutes of the Groundworks Trust Panel held on 13^th October, 2010.

Resolved: That the minutes of the Groundwork Trusts Panel held on 13^th October, 2010, be received, and the continued excellent partnership work of both Groundwork Trusts be noted.

The following item is 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 (as amended March 2006) (information relating to the financial or business affairs of any particular individual (including the Council)):-

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 1 of Schedule 12A to the Local Government Act (information which is likely to reveal the identity of an individual).

-        Strategic Director of Environment and Development Services to report.

Councillor Smith, Cabinet Member for Regeneration and Environment Services, introduced a report by the Strategic Director of Environment and Development Services, which sought approval for the disposal of the above-mentioned land which was surplus to the requirements of the Department of Asset Management.

The asset comprised 31 small business units at Lincoln Street, Maltby and options for the future use were set out in detail, along with the financial information and the risks and uncertainties associated with this asset disposal.

Resolved:-  (1)  That the Director of Asset Management market the asset on the basis set out in Option 2 of the report.

(2)  That the Assistant Chief Executive of Legal and Democratic Services completes the necessary documentation.

Councillor Akhtar, Cabinet Member for Safe and Attractive Neighbourhoods, introduced a report by the Strategic Director of Neighbourhoods and Adult Services, which set out the final proposals for the merger of the Sheltered Housing Wardens and Enabling Care service following extensive consultation.

The finance and risks and uncertainties associated with this merger were set out as part of the report.

Cabinet Members welcomed the opportunity to turn the new merged service into a more efficient and streamlined preventative service; the intention being that one multi-skilled team would be managed under a single line management arrangement.

Resolved:-  (1)  That the outcomes from the consultation programme be noted.

(2)  That the final structure for the new service and proposals for filling posts be noted.

(3)  That the financial arrangements for the service, including the new charging arrangements being proposed in relation to the “Health and Wellbeing” checks to be delivered by the service be approved.

(4)  That the Independent Support Pilot service formally cease.

(5)  That the Extra Care personal care service be reviewed in preparation for the new service delivery arrangements and that a further report with recommendations be returned to the Cabinet Member for Adult Independence Health and Wellbeing.

(6)  That a further report with recommendations about the management of the Neighbourhood Centres be prepared for the Cabinet Member for Safe and Attractive Neighbourhoods.

The Cabinet wished to offer its best wishes for the future to Kirsty Everson, who was to leave the Council on the 24th December, 2010.