Issue - meetings

This report presents the Resources Directorate Plan to the Panel for consideration and feedback as part of the Council’s service planning and budget development process. The report is attached with the following:

• Resources Directorate Plan

·  Appendix 1: Directorate structure

·  Appendix 2: Analysis of headline numbers (2016/17)

·  Appendix 3: Draft Capital Programme  - new & emerging items

·  Appendix 4: Budget proposals and Service Impact Statement

All Directorate Plans can be viewed at

https://democracy.bathnes.gov.uk/ecCatDisplay.aspx?sch=doc&cat=13506

Andrew Pate, Strategic Director for Resources, introduced the report

Panel members made the following points and asked the following questions:

Councillor Goodman stated that last year there were several hopeful income streams, he asked if these figures have been met and what areas of income are at risk. The Strategic Director explained that there is a report on Budget Monitoring on the Cabinet agenda (meeting date 1^st February 2017) where this information is available and Appendix 4 details future risks. Tim Richens, Divisional Director – Business Support explained that the Resources income targets are on track.

Councillor Gilchrist asked about the Property Company (ADL) and whether there will be a regular progress report and also if it will seek to serve social housing. The Cabinet Member for Finance and Efficiency Councillor Charles Gerrish explained that a progress report will be produced and so far it is ahead of budget. Regarding social housing, he explained that it is a dilemma, social housing is provided by Curo and the Council cannot re-enter the social housing market. He explained that the process for agreeing on new developments is that proposals go to both the ADL board and within the Council. The Strategic Director stated that the Annual Report by ADL may be something that this Panel could take an interest in.

Councillor Becker asked how proposed cuts effect the overall staffing of the Council and how does this compare with other Councils. The Cabinet Member explained that it is difficult to give a comparison because this authority does different things to others such as Heritage Services and also the sizes of Councils differ. He added that there will be job losses over the 3 year period but that this would mainly occur in year 3.

Councillor Paul May (Cabinet Assistant for Finance and Efficiency) explained that the process has been proper and logical including consideration of schemes that will reduce costs as well as considering benchmarking information. Consultants have been used to help with priorities and work has been done with the Head of Human Resources & Organisational Development regarding levels of pay.

Councillor Gilchrist asked about energy services and how BANES was aiming to outprice larger companies. He also noted the difficulties in getting people to convert. David Trethewey, Divisional Director Strategy and Performance, explained that the authority would be going into a partnership agreement, not setting up alone. The procurement will test the market. He added that it is an aim to extend possible savings to those experiencing fuel poverty. The Strategic Director explained that the risk rating is ‘H’ (high) (page 38) due to it being part way through the process, there will have to be a Cabinet decision to take it forward.

Councillor Dando stated that it is difficult to scrutinize the proposals due to the lack of detail, especially in terms of risk. He explained that the Library service changes are shown as proposals yet the saving is shown here already. He added that there is time to  ...  view the full minutes text for item 54

This report presents the People and Communities Directorate Plan to the Select Committee for consideration and feedback as part of the Council’s service planning and budget development process.

All Directorate Plans can be viewed at https://democracy.bathnes.gov.uk/ecCatDisplay.aspx?sch=doc&cat=13506

The Strategic Director for People and Communities introduced this item to the Panel. He informed them of the proposal to retain the 2% Council Tax precept for Adult Social Care that was introduced last year. 

He said that growth pressures of up to £4m for 2017/18 have been projected in adult social care particularly as a result of demographic change and inflationary pressures including the National Living Wage. It is considered that the savings proposals of 2.4m set out in the budget papers can be delivered through efficiencies and growth avoidance. This leaves the service with a funding gap of 1.6m. The Adult Social Care precept at 2 per cent will cover this gap and enable us to continue meeting our duties to assess and provide services in line with our existing plans.

Councillor Dine Romero asked if the savings associated with the Prime Provider Social Care & Health Contract were deliverable.

The Director of Integrated Health & Care Commissioning replied that existing savings targets from the Medium Term Financial Plan are incorporated into the contractual arrangements with Virgin and that these will be delivered in line with the approaches set out in the budget papers, including through efficiencies and new approaches to meeting individual’s needs, including support to access services that focus on prevention and enable people to maintain their independence. She added that the savings were challenging but that they were realistic and achievable.

She stated that the implementation of the new social care IT system, Liquidlogic, would support more streamlined business processes including payments to care providers and supporting earlier confirmation of the assessed level of financial contributions provided  / required for those individuals with the means to make a contribution to the cost of their care service. She added that Virgin can support these efficient ways of working by ensuring timely provision of information to be uploaded to Liquidlogic.

Councillor Dine Romero asked if more residents were to be expected to pay for their care.

The Director of Integrated Health & Care Commissioning replied that there is a national regulatory framework in place and that B&NES policies on social care contributions comply with the guidance and framework and that there was no expectation that individual contributions would increase. She stated that the intention is to improve the assessment process and support efficient collection of individual contributions to avoid individuals’ unnecessarily accumulating debt.

She reminded members of the Select Committee that phase two of the Care Act contained a cap on the use of people’s own funds and assets. She added that implementation of phase two had been delayed until at least April 2020 and at this stage no further information was available about whether phase two of the Care Act will be implemented from 2020 and/or be amended before implementation.

Councillor Eleanor Jackson commented that in her opinion growth avoidance should be seen as a cut to services. She said that she was concerned over the revised approach to transport provision relating to Day Care and,  ...  view the full minutes text for item 73

This report presents the People and Communities Directorate Plan to the Panel for consideration and feedback as part of the Council’s service planning and budget development process.

All Directorate Plans can be viewed at https://democracy.bathnes.gov.uk/ecCatDisplay.aspx?sch=doc&cat=13506

The Strategic Director for People & Communities introduced this item to the Panel. He stated that the scale of the financial challenge facing the Council was clear.

The Chair asked if the budget for school’s maintenance was enough.

The Strategic Director for People & Communities replied that there was never enough and there is a long list to work through. He added that maintenance is prioritised on health and safety grounds.

The Chair asked if project delivery in this area was good.

The Strategic Director for People & Communities replied that he felt that there was a good track record of project delivery.

The Chair requested that a report on the process of basic need priority be brought to the Panel.

The Strategic Director for People & Communities replied that they had given a previous report to the Panel around 12 months ago and could look to provide an update to a future meeting.

Councillor Liz Hardman asked if any information could be given relating the new proposed pre-school in Midsomer Norton.

The Strategic Director for People & Communities replied that this proposal was to support the development of a Free School in Mendip. He said that the DfE were now looking for an alternative site as the original one had been refused by their Development Management Committee. He added that discussions were ongoing, but it was not anticipated to be ready for the 2017/18 academic year.

Councillor Paul May commented that the majority of pupils that attend Whitchurch Primary School are from Bristol and asked if the planned expansion would be able to accommodate the new pupils expected through the new local housing developments.

Richard Morgan replied that the expansion has been planned with the new local housing development in mind and that Section 106 and Basic Need funding would be received for the project.

Councillor Paul May asked if the expansion would be complete before pupils arrived on site.

The Strategic Director for People & Communities replied that this would be the intention.

Councillor Alison Millar asked why there was a difference in the costs for bulge class proposals in Midsomer Norton and St Saviour’s Junior School.

The Strategic Director for People & Communities replied that this was due to site configuration and the solution decided upon.

The Head of Education Transformation added that a more permanent solution was being proposed at Longvernal School with the reconfiguration of two classrooms.

Councillor Liz Hardman who will be in charge of the Adoption Team through the regional approach and what input will B&NES have.

The Divisional Director for Targeted & Specialist Services replied that the service would be co-owned and managed by the six Local Authorities involved and that the six Directors of Children’s Services would be on the board of Adoption West and that there would be a Strategic Board beneath them. He added that he felt that this will provide an improved quality of service. He said that there would be one shared database which would allow decisions to made in a shorter timescale.

Councillor  ...  view the full minutes text for item 69

This report presents the Place and Resources Directorate Plan to the Panel for consideration and feedback as part of the Council’s service planning and budget development process.

All Directorate Plans can be viewed at

https://democracy.bathnes.gov.uk/ecCatDisplay.aspx?sch=doc&cat=13506

Panel members considered the Directorate Plans for Place and Resources (where issues fall within the Panel’s remit) as part of the Council’s service planning and budget development process and made the following comments.

Directorate Plan for Place

Councillor Hale asked whether a rateable value can be imposed onto University buildings. The Chair noted that this falls within the remit of the PHED Panel and the Cabinet Member for Finance and Efficiency, Councillor Charles Gerrish, explained that the Council have responded to Government consultation in line with this view.

Councillor Bull asked about the Highway Maintenance Programme and Transport Improvement Programme (page 31) – he asked that that the Panel be sent these figures alongside figures for previous years so that they can see the overall context. The Director agreed. It was explained that the Government do not give clarity on future year proposals and also that the Highways Programme does include the pot hole funding – The Cabinet Member for Finance and Efficiency, Councillor Charles Gerrish, added that £788k is the national productivity investment from the Government regarding highways.

Regarding the Depot Review (page 33) the Director for Place, Louise Fradd explained that the review is about reducing numbers and improving existing service. Councillor Hale asked if the Council can consider any available land for increase in rental accommodation, the Cabinet Member for Finance and Efficiency explained that the Property Company always considers available land. The Director for Place explained that a ‘combined transport and licensing hub’ refers to the bringing of the administration together.

Regarding the Transport and Parking Review (page 34) the Director explained that the review is covering short and long stay parking; construction vehicles; non charging car parks. Councillor Butters asked about the future of Avon Street Car Park. The Director explained that there is scope to look at automated number recognition, she explained that there will be a proportion of replacement parking and that there has always been a plan to reduce the amount of city centre parking and that is why Park and Ride schemes are being considered. Samantha Jones, Inclusive Communities Manager explained that if cash services are stopped in car parks then some people cannot access the service and there needs to be a safety net. Members asked about the likely effect of the review. Officers said that nothing was ruled in or ruled out, including charges at Council car parks which are free at present. Councillor Bull asked that the Parking Review by brought back to the Panel at a later date.

Councillor Hale mentioned the Bereavement Service and asked how charges can be increased as well as offering cheaper services. Martin Shields, Divisional Director for Environmental Services, explained that the increase in some services reflects the fact that the authority charges have been low up until now but there will be scope to cater for both ends of the spectrum. Councillor Hale mentioned that it is an excellent team with a fantastic level of customer service.

Councillor Bull asked if  ...  view the full minutes text for item 124

This report presents the Place Directorate Plan to the Panel for consideration and feedback as part of the Council’s service planning and budget development process.

All Directorate Plans can be viewed at https://democracy.bathnes.gov.uk/ecCatDisplay.aspx?sch=doc&cat=13506

The Strategic Director for Place introduced this item to the Panel. She explained that year one of the Directorate Plans was coming to a close and the budget to reflect year 2 is due to be set in February. She said that the report presents a refreshed version of the Place Directorate Plan for initial consideration and feedback as part of the 2017/18 budget setting process.

She highlighted some of the main work areas from within the Plan.

We will:

·  Continue to deliver the Core Strategy Target for jobs and infrastructure for Bath and North East Somerset, including the delivery of around 3,900 new homes between 2016/17 & 2019/20 through the Placemaking Plan

·  Produce a draft Destination Management Plan by summer 2017 and gain approval of this and an Events Management Framework by Autumn 2017.

·  Deliver the Heritage Services Business Plan 2016-2021. Establish the project management team from the Archway Centre by April 2017 and hit key milestones towards being on site during 2018 and 2019.

·  Agree Community Infrastructure Levy (CIL) Spend Priorities based on income estimated at £1.5m by 2018/19. Review B&NES Infrastructure Delivery Plan as part of the CIL spend process by summer 2017.

·  Continue to work with partners to develop and support sustainable and affordable housing solutions for those who are homeless or in need. Deliver 465 new affordable homes over a 3 year period 2015 -2017 comprising: intermediate housing; Starter Homes; and affordable homes for rent.

·  Work with Parish Councils, communities and key partners to deliver and adopt around two Neighbourhood Plans per year.

·  Continue to progress the local plan documents in the Council’s local development framework including a Review of Houses of Multiple Occupation supplementary guidance.

She explained further some of the key risks associated with the Place Directorate.

Difficulty in achieving the affordable housing provision – This relates to Council funded schemes where appropriate and the use of sec 106 and CIL funding and effective partnership working with the Housing & Communities Agency and housing associations to secure new provision.

Devolution timescales – This is with regard to the capacity of our officers working in Transport, Planning and Skills to ensure that we are able to react effectively for our ‘business as usual’ and the work required for Devolution.

Delivery of capital projects and capitalised fees - There is a risk with all capital projects where fees have been capitalised against them for potential reversion to revenue if the project is not implemented.

Councillor Barry Macrae asked how our plans fit in with other Local Authorities and urged a focus for B&NES to not be lost.

The Strategic Director for Place replied that they are always looking at ways in which the directorate can improve which is why Councillors will see reviews of plans and policies. She stated that the Joint Spatial Plan dovetails into our own Core Strategy.

The Chairman asked if she was satisfied that the Cabinet and Senior Management Team (SMT) recognise the risks that she had outlined within the plan.  ...  view the full minutes text for item 44