Agenda and minutes

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Items
No. Item

23/19

Apologies for Absence and Temporary Appointments

Minutes:

Apologies were received from Councillor Nick Carter.

 

24/19

Declarations of Interest - see guidance note

Minutes:

There were no declarations of interest.

 

25/19

Minutes pdf icon PDF 226 KB

To approve the minutes of the meeting held on 25 July 2019 and to receive information arising from them.

 

Minutes:

The minutes of the meeting on 25 July 2019 were approved and signed.

 

26/19

Quarterly Review of the Transformation Programme (July to September 2019) pdf icon PDF 744 KB

This report updates members on progress with the Council’s wide-ranging Transformation Programme. It follows the second quarterly report presented to the Joint Sub-Committee on 25th July 2019 and reflects progress towards substantial service improvements, whilst delivering £49.7m of annual savings by 2022/23.

 

The Sub-committee is RECOMMENDED to note and comment on the report.

Additional documents:

Minutes:

It was agreed to take Agenda Items 5 and 6 together.

 

Philip Dart introduced the third quarterly report, noting that there had been significant progress despite the challenges of timing, pace and capacity.  It was planned to have a more fundamental review after 6 to 9 months and that is now taking place with conclusions expected to be reported to CEDR, the Chief Executive’s leadership team, before Christmas.  Transformation is not taking place in isolation and must take place alongside all change activity and other developments such as the Integrated Care System.

 

Officers responded to Members’ questions as follows:

 

·         There are three programme managers overseeing transformation but it involves everyone right across the council.  It should not be seen as an add-on.

·         Some services have been holding off on developments, waiting for transformation.  For example, the ICT section where there is now a sense of progress and improved morale.

·         The levels where staff are involved vary according to the project.  The review of Business Administration and Support is currently at Extended Leadership Team (ELT) level with support from subject matter experts.  In Finance there has been full staff consultation at appropriate times.

·         There needs to be a clear demarcation between engagement in shaping proposals and staff consultation where formal HR processes begin.  Everything must be done properly and consistently.

·         There have been no redundancies at this stage.

·         Changes to the property strategy are complicated by the Carillion aftermath so in that case a director has been appointed and close links established with the transformation programme.

·         Planning is starting for the next Medium Term Financial Plan.  Transformation must support and reflect that plan. There will be some shifts, for example the Integrated Care System and more partnership working.

·         There is a need to get away from judging everything on the original PwC work which is increasingly out-of-date.  The priority is to maintain and improve services and make them sustainable.

·         The Chief Executive acknowledged that there is a need to articulate more clearly the individual savings from the different projects.  The real test of progress is the gap in the overall budget each year between spending and funds available.

·         The programme is progressing as fast as possible – any faster and there is a risk of affecting both business-as-usual and transformation.

·         Most of the risk is related to timing.  For example, the redesign of the Provision Cycle is going to take longer because of future proofing it to take account of the Integrated Care System proposal.

·         The “further £26.3m of planned Transformational savings” referred to in section 2.1 of the report (Agenda Page 8) is included in the overall £49.7m savings.  The figures are set out more clearly in Annex 1, Agenda Page 21, paragraph 2.

·         Some vacant posts are being held back to provide redeployment opportunities where some service redesigns result in fewer posts.  Voluntary redundancies may also be an option taken.

·         On the review of Strategic Capability there are currently more posts than people.  It is important that the Council  ...  view the full minutes text for item 26/19

27/19

Finance, Strategic Capability and Provision Cycle

Members will receive a presentation on progress to date with the council’s work to redesign its Finance, Provision Cycle and Strategic Capability functions.

 

Minutes:

Taken with Agenda Item 5

 

28/19

Committee's Work Programme pdf icon PDF 9 KB

To review the Committee’s Work Programme.

Minutes:

The work programme was agreed.