Issue - meetings

Cabinet Member: Leader

Forward Plan Ref: 2018/141

Contact: Robin Rodgers, Strategy Manager Tel: 07789 923206

Report by Chief Executive (CA9 – to be circulated separately).

In September 2018, Cabinet endorsed a new Operating Model as the basis for transformation of the whole Council to support the delivery of the Thriving Communities vision. Cabinet also agreed a set of delivery principles and directed the Chief Executive to bring further proposals for implementation of the Operating Model back to Cabinet for decision.

The Business Case reviewed by Cabinet in September set out the new design for the Operating Model and the potential benefits delivered through its adoption. The Business Case also considers savings that could be generated through commercialisation and measures to improve the value for money of contracts and other third party spend. 

This report goes on to set out the scale of change that implementing the Operating Model and associated workstreams will represent. It sets out a proposed strategy for delivering that change that recognises that the programme can only be successful with full ownership by the Council’s members and staff and with clear accountability for delivery sitting with the Council’s senior managers. It recommends that to supplement the skills and capacity of the Council’s own staff and to provide a tested methodology for change, that the Council works with a strategic partner, noting that other suppliers may be required over the life-time of the programme to work alongside the Council to deliver benefits in the most effective way.

The report also considers decision making on costs and initial funding arrangements and the required approach towards staff, resident and partner engagement is reviewed. Finally, the report makes recommendations with respect to ensuring appropriate member oversight of this strategic, long-term programme.

The CABINET is RECOMMENDED to:

(a)     Review and approve the approach for implementation set out in paragraph 9;

(b)     Agree the recommended option for resourcing the approach through supplementing internal capacity with a strategic partnering arrangement (in-accordance with the access agreement entered into with PwC, following Cabinet’s approval in July 2018) and alternative commissioned support as required, as set out from paragraph 28;

(c)     Agree to the proposals for funding programme expenditure within 2018/19 from the Transformation Reserve as set out in paragraph 82;

(d)     Note the outline future investment requirement set out from paragraph 71, and ask the Chief Executive and Director of Finance to bring forward further analysis and proposals for approval through the Service and Resource Planning process;

(e)     Delegate to the Chief Executive in consultation with the Directors of Finance and of Law and Governance, the Leader, and the Cabinet Member for Transformation, the commercial negotiation and agreement of initial and any required future draw-down of support from PwC in accordance with the August 2018 work order, and the appointment of additional commissioned support, in accordance with normal decision-making procedures;

(f)       Agree to the establishment of a Cabinet Advisory Group on the Fit for the Future Programme and to delegate finalisation of the group’s  ...  view the full agenda text for item 100

Recommendations agreed.

In September 2018, Cabinet endorsed a new Operating Model as the basis for transformation of the whole Council to support the delivery of the Thriving Communities vision. Cabinet also agreed a set of delivery principles and directed the Chief Executive to bring further proposals for implementation of the Operating Model back to Cabinet for decision.

Cabinet had before them a report that set out the scale of change that implementing the Operating Model and associated workstreams would represent. It set out a proposed strategy for delivering that change that recognised that the programme can only be successful with full ownership by the Council’s members and staff and with clear accountability for delivery sitting with the Council’s senior managers. It recommended working with a strategic partner, noting that other suppliers may be required over the life-time of the programme to work alongside the Council to deliver benefits in the most effective way.

The report also considered decision making on costs and initial funding arrangements and the required approach towards staff, resident and partner engagement. Finally, the report made recommendations with respect to ensuring appropriate member oversight of this strategic, long-term programme.

Councillor Brighouse, Opposition Leader, expressed her pleasure at the way the report had moved on. She accepted that radical action was needed in the face of cuts and rising demand. Councillor Brighouse stressed the need to look at governance and to work together to avoid the Cabinet Member being exposed. In terms of implementation she recognised that on occasion outside skills and expertise would be needed and noted that in this paper it was not just about going to PWC but to others as appropriate. Councillor Brighouse asked that cabinet ensure the involvement of all councillors. All councillors had equal knowledge of their own division and could contribute. The right HR model was important to be able to manage HR requirements properly. She hoped that going forward all would be engaged and that the funding referred to would be available to invest in adult social care and children’s services.

Councillor Reeves, Cabinet Member for Transformation, commended Councillor Brighouse for her comments and noted the great degree of consensus there was on this matter.

Councillor Reeves, in introducing the report drew attention to paragraph 9 setting out the implementation approach. Engagement was key to success with a vital role for councillors to play. The Cabinet Advisory Group should be established quickly and the role of the Performance Scrutiny Committee and the Audit & Governance Committee was equally vital. People should not underestimate the challenge for staff.

During discussion Cabinet:

1.     Thanked Robin Rogers, the team and the Chief Executive for the reworking of the approach.

2.     Agreed with comments highlighting the importance of engagement.

3.     Recognised that the transformation was necessary to deliver savings and better services.  In choosing to go for more savings it would allow Cabinet to be reinvest in services, with real challenge and choices to be made.

4.     Considered how the transformation programme would work with the OCC  ...  view the full minutes text for item 100