CABINET MEMBER REPORT TO THE COUNCIL

Posted By: Keith Swift
Date Posted: 01/05/2009

ROCHDALE METROPOLITAN BOROUGH COUNCIL

CABINET MEMBER REPORT TO THE COUNCIL

REPORT OF THE CABINET MEMBER FOR TOWNSHIPS AND CORPORATE MANAGEMENT TO THE MEETING OF THE COUNCIL ON 29 APRIL 2009.


Thank you Mr Mayor for the opportunity to report to the Council the latest developments on various matters relating to the Townships and Corporate Management Portfolio.

PERFORMANCE AND DEVELOPMENT

Val Driver, the new Member Development Officer commenced her appointment with the service on 6th April. Val will be working with members to establish an improved approach to member development and training. Val’s work will initially include following up on the actions arising from the successful Cabinet development session commissioned by the service.

The service also continues to improve the learning and development offer made to staff. One of our most exciting developments is a pilot project with Hopwood Hall College to deliver NVQs and literacy and numeracy training to staff funded through the Governments Train to Gain initiative / Learning Skills Council. We are also progressing the development of the council’s first Organisational Development Strategy which aims to ensure staff and member development fully supports Council objectives and change priorities.

The strategy will also build on the successful succession planning and workforce development initiatives we have introduced such as the Graduate Development and Apprentice Scheme. (NB: As part of this scheme two new graduates Fiona McAdoo and Adam Sutcliffe commenced work with us in January)

The Council Health and Well-being Strategy has been approved and the Council Health Improvement Manager is making progress with the action plan, including a peer challenge on health and well-being in each council service, and convening the new Council Health Improvement Group to take forward cross-service actions. The Joint Health Unit has published its prospectus and organised the successful Live Life event at Middleton Arena, promoting healthy lifestyles for all. The Joint Health Unit is also working with Township Management to pilot a Health and Wellbeing Partnership in Pennines involving local people, agencies and partners.

The first three reports of the Joint Strategic Needs Assessment have been completed, relating to life expectancy, older people and the 3% most deprived neighbourhoods. They pull together all available information (both data and residents' views) on the needs of the local population and analyse it, so it can be used for improved commissioning of services.

The new measurement system for local areas, Comprehensive Area Assessment, comes into being in April and in preparation for this, we have completed a Council Use of Resources assessment and a self-evaluation on behalf of the Pride Partnership of how well the council and its partners are delivering improvements.


We have completed an action plan to co-ordinate the Council's efforts to provide appropriate services for local people in the economic downturn, after an intensive period of information gathering and analysis of current and future needs.

Township Management is currently consulting with councillors; services; community representatives and partner agencies to review progress made with actions in Township Plans; to confirm priorities and identify actions for 2010/2011. This will then integrate with the Council’s service planning and budget setting processes for 2010/2011.

A recent addition to Township Management are Township Engagement Officers; one based in each Township Office. The primary part of their role is to increase local involvement and engagement in local democratic processes.

PEOPLE MANAGEMENT

Pay & Grading Review

The Council’s proposals for the pay and grading review were communicated to staff affected on 11.12.2008 as part of a consultation process with the workforce and trade unions. The formal consultation period due to last from January until the end of March 2009 was extended by Members until 30 June 2009 to allow trade unions further time.

The appeals procedure was made available to staff this quarter with the closing date for appeals being 9th April 2009. Arrangements for hearing appeals received are being finalised so that they can be considered in a timely manner over the next few months.

Implementation of Trent HR System

Progress continues with the implementation of the new computerised HR system and the second phase of the project as part of the People Management Transformation Programme. Progress has slowed in two last quarters due to the impact of the pay and grading review on workloads and resource availability within People Management and other Services being diverted to support the review and ongoing work associated with Equal Pay claims. Resources from Impact and other partners have also had to be diverted to other projects temporarily to compensate.

We expect this position to be maintained through the consultation period to 30 June 2009 and in preparation of the next phase of workforce communications later this year.

The Project targets will accordingly be challenging to achieve during 2009/10 and the situation is being closely monitored through regular reporting to the PMS Transformation Programme Board. The Service has achieved the 2008/9 target financial efficiency savings set out in the business case, and work will also begin during 2009/10 to identify possible out of scope efficiencies and cashable savings in other Services from standardising HR and other administrative processes using the Trent platform with assistance from colleagues from Finance (VFM) and Business Transformation.

Some of the key future benefits will include better access for managers to information about absence management, staffing levels, and overtime, as well as making life easier for staff and managers by letting people check pay slips, check and change personal details at any time, book leave, request training and much more.


One of the first new modules to be introduced is recruitment. This will provide a proactive professional recruitment function and enable a self-service facility for both internal and external job applicants. There will also be a rolling programme of new modules implemented including health and safety, learning and development and discipline and grievance in line with the project timetable.

Managing Attendance

The Service continues to support services to achieve ongoing improvements in absence rates through identification and robust management of issues.

Overall performance for the third quarter 2008/09 was 3.27 days lost through sickness related absence per FTE which was broadly similar to the same quarter in 2007/8 (3.29 days). The fourth quarter figures and final year end outcome (to 31 March 2009) were not ready in time for this report and will be updated before the meeting.

The first two quarters showed an overall improvement of 0.55 days on the same quarter last year when the Council finished 4th best in AGMA.

The agreed target for 2008/09 is 9.44 days (based on computation of Service targets) Projected figure for 2008/09, based on the first three quarter figures is 10.30 days assuming 23% absence in each of the first two quarters and 27% absence in quarters three and four. The final figure for 2007/08 was 10.60 days.

Business Partners are working closely with Services to help them manage their absences effectively and as part of this some Services have taken the opportunity to be briefed / reminded of the attendance management procedures and the support available through People Management.

Heads of Services where absence rates have not improved or are still above targets will continue to report to ELT members and their Portfolio Holder and the Lead Member for Resources to outline their plans to reduce absence.

A system of regular reporting of absence from Trent has been developed aimed at improving the accuracy and reliability of data and reports produced.
Meetings will continue with officers from Performance and Development Service to look at ways of strengthening performance management and reporting arrangements, including wider, graphical representation of comparisons, improvements and areas of concern.

Senior Management Recruitment

The Service has also provided advice and assistance to Executive Directors and Elected Members in relation to three senior recruitments: Executive Director (Transformation), Head of Legal and Democratic and the Head of the new Service, Customer and Communications. Two of these have involved working with specialist advisors, as well as working with colleagues from Performance and Development to design and set up the first in-house web-based microsite for the post of Head of Legal and Democratic (normally undertaken by recruitment specialist). All recruitment processes are now concluded with successful appointments being made.

The Service has also led on recruitment to the AGMA Collaborative Services Programme Office, helping with the appointment of the Director and the other Programme Office staff.

People’s Champion Team: Summary of progress

The Team continue to provide advice and support to services in dealing with complaints at stages 1 and 2 of the complaints procedure, in addition to dealing with enquiries from members of the public and carrying out stage 3 investigations. The volume of customer contact received by the service continues to increase month on month.

The Service went live to the public on 1st April 2008 and achievements to date include:

 Development and implementation of a new, 3 stage, corporate complaints policy and procedure for the Council (this went live in April 2008)
 Production of staff guidelines & toolkits for handling, recording and investigating complaints
 Delivery of training on complaints handling, recording and investigation
 Facilitation of training for Investigating Officers in conjunction with the LGO to ensure consistency of approach and that all complaints are investigated by trained officers
 Design and production of new publicity materials for members of the public about how to comment, compliment and complain
 Commissioning of a computerised system for use across the Council to log corporate complaints activity
 Raising awareness of the new Corporate Complaints procedure with services
 Identification of designated complaints co-ordinators in each service
 Provision of quarterly reports to members on complaints activity via Performance Scrutiny Committee
 Introduction of monthly reports to all members of complaints activity by ward
 Set up of a new system for capturing customers’ comments and compliments via the web and a freepost address
 Establishment of a process for dealing with Ombudsman complaints
 Establishment of a NW complaints officers’ group with colleagues from Stockport Council

CUSTOMERS & COMMUNICATION SERVICE

The new Customers & Communication Service is now formally established, with a senior management team in place. Cross cutting groups have been introduced to look at customer access channels, systems and processes, communications and design&print. Early work is taking place to develop a web improvement plan which will deliver significant improvements in the way we deliver services online. These improvements are part of the over-arching Customer Strategy which will deliver a step change in how the council interacts with customers over the next 12 months.

LEGAL AND DEMOCRATIC SERVICES

Legal and Democratic Services support the maintenance and promotion of high standards of conduct and good corporate governance throughout the Authority.

The Democratic Service provides support to Members and will be working closely with the newly appointed Members’ Learning and Development Officer to identify Members’ learning and development requirements and to develop a comprehensive development programme.

The Legal Service provides a comprehensive legal service which supports all aspects of the Council’s business.

The Service is currently closely involved in a number of high profile projects across the Council giving property and commercial legal advice to a number of projects including: Building Schools for the Future, the redevelopment of Rochdale Town Centre, the Street lighting PFI and the HMR regeneration projects in Rochdale and Middleton.

The property team is contributing to the advice and legal documentation required for the procurement and land assembly of the site designated for the construction of the new municipal offices. The team is also involved in acting for the Council in land ownership matters relating to Link4Life/Rochdale Boroughwide Cultural Trust Ltd and its future projects particularly Middleton Arena and the proposed Heywood Sport’s Village.

The recent work of the Council’s litigation team includes a 4 week planning inquiry which has just concluded relating to a proposed wind farm in the Borough and 2 neighbouring Boroughs (Crook Hill) for which RMBC was the lead authority.

The team conducts litigation on behalf of the regulatory services of the Council and is currently involved in a large number of fly tipping/litter prosecutions. The team has also recently successfully prosecuted the 2 biggest (locally) private hire operators for using unlicensed drivers

The team has been involved in 11 Premises Licence Review hearings under the Licensing Act 2003 over the past 2-3 months following under age sales of alcohol including some by national retailers (Tesco/Co-op). These have led to a number of appeals to the Magistrates Court and the team will represent the Council in these over the coming months.

The team is also currently dealing with the Council's first application for an enforcement order under the Enterprise Act 2003 on behalf of trading standards. This is an order preventing a local trader (who is advertising nationally) from breaching consumer protection regulations.

The Land Charges Service has introduced a new charging regime to meet the 1st April 2009 deadline set by the Government.

EQUALITIES AND DIVERSITY

The Annual Equalities Listening Event

The third annual Equalities Listening Event was held on 3 February 2009 at Middleton Arena. The event was attended by a record number of visitors, despite the adverse weather conditions. Local people came along to give their views on the accessibility of council services and a panel of senior council officers answered a range of questions which were raised during a question and answer session. This event has provided valuable feedback on council services from local residents and their comments are being used to shape service plans.

The event also provided information to local residents about the range of services which are delivered by the council and partner organisations within the Borough.

The New Equality Framework for Local Government

The Improvement and Development Agency (IDeA) has recently launched the New Equality Framework for Local Government. This replaces the original Equality Standard for Local Government which had comprised 5 levels. This New Equality Framework comprises 3 levels. Level 3 is the highest level and is Excellent. This New Equality Framework has created an interim category for those authorities which are currently on level 4 of the original Equality Standard. This interim category is entitled “Moving towards Excellence”. Rochdale MBC has been placed in this interim category.

BUSINESS PARTNERSHIPS

Emphasis continues to be placed on ensuring Value for Money is obtained from the Council’s contracts. Corporate Procurement are driving work to try to achieve the significant savings target to be met and to continue to expand the online procurement system and other IT developments which will assist with this. Design and Print within the Council is an area which is currently being looked at. A number of new initiatives are now under way in order to achieve the savings target for this financial year and end of year reports from the eProcurement system indicates that non-standard/off contract orders have been reduced by over 50%.

Client Services also continues to work closely with Impact Partnership in the provision of its services in ways which aim to create both efficiencies and jobs. In relation to Link 4 Life a visioning event has taken place and this is being fed into Link 4 Life’s Business Plan which will be approved by the Council. Middleton Arena has now opened successfully and Business Partnerships are working with Link 4 Life to ensure everything is in place to ensure the confirmed success of this facility. It will also be working with Link 4 Life in relation to the proposed Heywood Sports Leisure and Culture Village. The Audit Commission will shortly be commencing an inspection in relation to the value for money the Council gets from Impact Partnership and Link 4 Life.

Facilities Management‘s challenges relate to trying to ensure a cost effective service in a climate of rising energy costs and the outcome of the pay and grading review. The provision of Healthy School Meals continues to be a high priority, with the introduction of new Primary School Nutritional Requirements. A School Meals Marketing Plan has been drawn up to strengthen the Service’s role in educating pupils about healthy eating.

FACILITIES MANAGEMENT

The recent focus for Facilities Management has been in relation to the catering service. Neil Porter (President of LACA) visited Rochdale schools on 12th March 2009 and was very impressed with the quality of school lunches provided by the service. Representatives of the Service attended the LACA summit in Westminster on 25th March 2009 which focused on the implementation of nutritional standards nationally.

The service has also been inspected by the School Food Trust and has been notified that it is shortlisted for an Initiative Award

As part of the Facilities Management Away Day on 3rd March 2009, Paul O’Brien , Chief Executive of APSE, joined the team for the afternoon to share thoughts on how the national agenda will affect facilities management in the future and this thinking is currently being built into the business plans for the service.

In terms of managing absence, attendance throughout the service has improved considerably this year - estimated at an improvement of 3 days.

The budget position for Facilities Management is also projected to achieve a slight surplus this year, which is particularly noteworthy given the increasing costs associated with implementing the national nutritional guidelines.


TRANSFORMATION PROGRAMME

The Transformation Programme was showcased in the Rochdale Town Hall at the Senior Managers Conference on 17th March 2009, engaging with the service areas of the council to consider the breadth of the necessary changes through a number of facilitated exercises. The continued progress of Transformation throughout the council will be featured via the intranet over the coming months.

The programme of work for our new buildings completed the evaluation process for procurement of Design Team bids to shortlist stage, and issued the ITT to short listed bidders. The Contractor Procurement process and site investigations commenced, the buildings were acquired for the site of the new offices and site clearance commenced. The project team has been conducting visits to draw together good practice and increase our knowledge of sustainable developments and eco-friendly solutions. A series of visioning workshops were run with Library Services for the proposed new Library in the New Municipal Offices, which will be used as the basis for further consultation. The Customer Engagement strategy has been produced, taking account of the requirements already gathered through broad engagement activities over recent months.

Detailed investigations into the corporate ICT infrastructure continued over recent weeks. The ICT Strategy and its implementation will be further developed by the ICT Strategy Board which is to be established and governed by the Transformation Programme Board. The strategy is seeking to support and engage the most up to date solutions and modern practices to underpin the overall transformational change.

The Stepping Up Programme is progressing well against its key initiatives including the launch of the idea’s forum with a number of key idea’s being taken forward. The launch of the new engagement software is imminent with training having taken place and the first coaching session for managers has been completed through the Learning and Development team. The Stepping Up team have supported the collection of information for the CAA Use of Resources Value for Money Key Line of Enquiry (KLOE) return which was successfully submitted at the end of March 2009.Support is being provided across a number of services on key projects which include the development of the Organisational Development Strategy and the Customer Strategy.


PORTFOLIO HOLDER’S FINAL WORD

This is my last report before I am privileged to become Mayor of Rochdale. I’d like to take this opportunity to thank all the officers I have been working with over the last two years, for their help, understanding and support, which has made my job both enjoyable and very interesting. I would also like to thank the opposition spokespeople, Councillor Michael Holly and Councillor Terry Linden. Our meetings have always been lively, good humoured and productive. They have both brought their experience and insight to our meetings and have contributed to taking all the services within the portfolio forward.

My thanks also to my group and Cabinet colleagues for their support during the last two years.

Thank you.
Councillor Keith Swift

Thank you Mister Mayor, I will be pleased to answer any questions from Members of the Council about these or any other matter relating to the Townships and Corporate Management Portfolio.