(Information relates to staffing and labour relations matters.)
Minutes:
Consideration was given to a report of the Social Inclusion Manager, which updated Members on the progress with the restructuring of the Social Inclusion Unit to enable:-
· A clearer division between the strategic policy work of the Unit and the operational delivery of services.
· Area Assemblies to be integrated within a new approach to the neighbourhood agenda.
· Some operational service to be delivered by external organisations or through partnership arrangements.
Progress on re-structuring was provided in the following areas:-
ACE Project
Transfer of the ACE Project to Lifetime under T.U.P.E. arrangements was subject to the resolution of two members of staff who had submitted applications for early retirement.
Multi-Cultural Centre
The Multi-Cultural Centre had now been handed over to Education, Culture and Leisure Services and a budget agreed with All Pakistan Women’s Association. The Service Level Agreement had clear educational outcomes from the work delivered by the Centre. The grant would also cover the cost of two core members of staff, a contribution to running costs and funding for the delivery of training courses.
The transfer of the building would still be subject to further discussions and a feasibility study into the cost of expanding and developing the current premises would be undertaken. A decision would then be made on the Spring Street premises currently leased by the All Pakistan Women’s Association.
Members questioned whether consideration could be extended to bring all services together under one umbrella to combine the Multi-Cultural Centre with the Unity Centre.
Welfare Rights and Money Advice
Welfare Rights and Money Advice would still be subject to further discussion between the Chief Executive’ Department and R.B.T. to determine what arrangements could best deliver this area of work.
Chief Executive’s Office
The Assistant Chief Executive drew Member attention to the transfer of arrangements for the Social Inclusion Unit, in consultation with the Social Inclusion Manager and the Executive Director for Housing and Environmental Services, to enable the corporate centre to best meet the needs of the Council, whilst taking into account the transfer of operational functions to other areas.
The two senior management posts in the Chief Executive’s Office had been advertised, shortlisted and following interviews should be filled shortly. An overview of each team, objectives and specific areas of work were provided.
A report on the restructuring of the Chief Executive’s Office, including the Social Inclusion Unit, would be presented to the Leader’s Meeting on Tuesday.
Members were mindful of the need to focus on the areas for the Corporate Performance Assessment, the Equalities agenda and the Council’s political priorities. It was suggested that there be a specific Member Champion to look at equalities issues.
The Assistant Chief Executive confirmed that a task group had been convened, with strong membership from the Chief Executive’s Office and Programme Areas to meet on a monthly basis to improve the Corporate Performance Assessment. A policy audit would also be undertaken to show the gaps and to broker links with the Corporate Plan and Community Strategy.
Area Assemblies
The Executive Director for Housing and Environmental Services had assumed responsibility for the Area Assemblies as part of the new Neighbourhood Directorate, which would focus on the creation of sustainable communities. The structure would be developed over the next few weeks in line with the review into community development of other organisations.
Discussions had taken place with the two Cabinet Members with responsibility, in agreement with the Trades Unions, to define three service areas and three heads of service to shape the directorate. These would be:-
· Neighbourhood Management.
· Neighbourhood Development.
· Neighbourhood Services.
Members welcomed these changes, wished to see the cycle of financial planning linked in and were informed that the Chief Executive intended reviewing the base budget.
There was a need for a corporate approach to the neighbourhood agenda to ensure the effectiveness of policy, strategy and delivery across the whole of the Council, whilst taking into account the broader issues such as social care and the equalities agenda.
Resolved:- (1) That the progress with the re-structuring of the Social Inclusion Unit be noted.
(2) That further reports be provided on the future role and responsibilities of the Neighbourhoods Directorate and the outcome of the discussions with R.B.T. regarding the future management of the Welfare Rights and Money Advice service.
(Exempt under Paragraphs 1 and 11 of the Act – information relates to staffing and labour relations.)