Agenda and minutes

In accordance with Minute No. 50 of 9^th September, 2009, the Director of Housing and Neighbourhood Services submitted a review of the Stray Dog arrangements within Housing and Neighbourhood Services together with four options for the future based on projected costs of service provision as well as a benchmark of services within the sub-region.

The projected year end figures for the number of dogs seized by the Council in 2009/10 fell by 11% as well as a decrease in complaints by 13.5%.  There had been an increase of 5% in the projected numbers of dogs received out of hours up to 10.00 p.m. and taken to the contracted kennels. 

It was reported that in comparison with neighbouring authorities, Rotherham provided the most comprehensive stray dog out of hours service in South Yorkshire.  Doncaster provided a reception facility at its contracted kennels, Barnsley did not provide any service and Sheffield owned and operated its own stray and re-homing kennels as a business which operated outside office hours due to very large demand.

In 2008/09 there was an increase to the Stray dog budget of £10,000 per year to cover the changes in Legislation.  This funded 7 additional spaces at the main contracted kennels and an out of hours transit kennel arrangement.  However, due to the Council’s approach to all dogs “seized” being received out of hours, there had been an increase in customer demand on the owner of the animal sanctuary where the transit kennel facility was sited.  Re-negotiation had taken place with regard to the arrangements for on-site customer service and which had resulted in the introduction of part year service fees for 2009/10 and increased annual leasing cost.

Due to increasing costs which were not sustainable in the budget as well as decreasing demand for the service, 4 assessed options were set out in the report:-

Details of the financial issues and projections for the four options, together with the risks and uncertainties, were set out in the submitted report.

Resolved: - (1) That the ongoing cost of maintaining an out-of-hours service for a relatively small number of dogs be recognised.

(2)  That Option 3 be implemented to amend the arrangements for the out of hours service to a “drop off” out of hours service until 10.00 p.m. 7 days per week.

(3)  That the situation continue to be monitored and reviewed and a further report be submitted to the Cabinet Member for Housing and Neighbourhoods in 12 months time.

The Director of Housing and Neighbourhood Services reported that the 2010 Rotherham Ltd. Board Chair had resigned in December, 2009.  The Board had agreed in February, 2010, that an independent chair should be appointed and remuneration offered.   Consideration was therefore given to the appointment of an independent Chair for the Board.  It was pointed out that the proposal was being driven by the desire to make governance arrangements as effective and fit for purpose as possible.

It was also reported that a task and finish group, consisting of Board members and senior officers of 2010, was considering additional changes and a further report would be submitted once the detailed proposals had been developed and approved by the new Board Chair and Board.  These further proposals included:-

-        to review the size of the Board (with a view to reducing the number of members)

-        to consider remuneration for all Board members

-        to develop a clear scheme of delegation detailing the powers of the Board, Committees and Chairs (of the Boards and Committees) to complement the scheme agreed by the Council and the ALMO in 2008.

Those present referred to the current situation of the ALMO and to potential future changes in the short, medium and longer term. 

Consideration was therefore given to:-

-                      the job description and person specification

-                      recruitment process

-                      amendments to the Memorandum and Articles of Association, particularly in relation to Article 33

-                      required skills and management ability, together with anticipated workload, level of remuneration, contract terms and conditions

Resolved:-  (1)  That approval be given for the ALMO to appoint an independent Chair for the Board of 2010 Rotherham Ltd. in accordance with Article 33 of the Articles of Association, amended as follows:-

“The Chairman of the Board shall be an independent person appointed by a panel comprised of: the Member of the company (or their nominated representative); three ordinary members of the Board, one from each sector: customer, council and independent representatives; and the chief executive officer.  Initially, the term of office shall be for two years or to the end of the Management Agreement in force at the time of appointment (whichever is the shorter period) at which time the appointment shall be reviewed.”

(2)  That remuneration of £9,000 per annum be approved for the position of Chair.

(3)  That the leaseholder position remain vacant pending the outcome of (5) below.

(4)  That the required changes to the Articles of Association be approved to enable (1-3) above to be implemented.

(5)  That the proposal to review the make-up of the Board be noted and a report be submitted to a future meeting.

In accordance with Minute No. J112 of 4^th January, 2010, the Director of Housing and Neighbourhood Services submitted a report identifying specific actions that the Council, and its partners, were undertaking to reduce both public and private sector long term voids.  The report also included a draft Empty Residential Property Policy which identified a systematic approach being used to address empty properties Borough-wide.

It was reported that a recent review of current statistics for the number of empty properties in the Borough, mid-year outturn (2009/10), had shown a reduction to 3,881(3.53%) from 4,273 (3.88%).  This included an amount of short term empty properties (less than 6 months) which were deemed vital to allow the housing market to function effectively and to facilitate both residential mobility and the improvement or redevelopment of the housing stock.

It had been identified that there were site specific locations where high levels of deprivation, crime and private sector landlords affected the Council’s ability to bring private sector properties back into use easily.  Reference was also made to the influence of demographic changes.

Work taking place included:-

-        Focussed activity cross-tenure around long term empty properties and had identified site specific target areas of the Borough. 

-        Public and private sector empty properties were being addressed strategically by partners and an Empty Property Steering Group, co-ordinated by NIS, had been formed.  This would allow the Council to focus action on areas where both private sector and Council-owned long term voids were an issue and task specific areas of the service

-        Local Indicator BVP164 retained in order to monitor long term empties in the private sector and successfully utilised non-statutory initiatives that had contributed towards achieving Government targets

-        Community Protection Unit’s statutory enforcement powers utilised to educate and advise owners of opportunities to bring private sector properties back into use

-        Close working with 2010 Rotherham Ltd. to reduce long term voids in the Council’s stock – concentration on properties vacant for over 16 weeks

-        Agreed plan of action between 2010 and NIS relating to 116 long term voids.  So far 27 had been brought back into use since November, 2009, and the overall target set to reduce the level of long term voids to 75 by the end of March, 2010

-        Overall target to reduce all Council-owned voids from over 440 at is peak to 200 by the end of March – 2010 currently on target

-        Community Protection Unit led on the production of a draft Empty Residential Property Policy which provided a systematic approach and took into account the recent Public Sector Empty Property Strategy currently managed by 2010

The Cabinet Member reinforced the priority and urgency of the work around this issue.

Resolved:-  That the progress to date and joint approach being used in addressing both public and private sector long term empty properties be noted.

Resolved:-  That, under Section 100A(4) of the Local Government Act 1972, the press and public be excluded from the meeting for the following item 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 relating to the financial/business affairs of any person (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 item of business on the grounds that it involves the likely disclosure of exempt information as defined in Paragraph 3 of Part I of Schedule 12A to the Local Government Act 1972 (information relating to the financial/business affairs of any person (including the Council)).

The Finance Manager submitted a report detailing the proposed HRA Revenue budgets for 2010/11.

The report set out details in respect of:-

-                      Revenue Management fee

-                      Repairs and maintenance

-                      Negative subsidy to Government

-                      Rent income

-                      Non-dwelling rents

-                      Charges for services and facilities

-                      Rent rates and taxes

-                      Depreciation

-                      Cost of capital

-                      Draft HRA budget 2010/11

It was confirmed that these proposals had been discussed with 2010 Ltd. and RMBC officers.

Resolved:-  That the revenue budget proposed increases, as detailed in the report now submitted, be approved.