Minutes for Cabinet Member - Performance and Governance meeting, Mar 17 2010, 9.00AM official page

No apologies for absence were received.

Members and Officers are requested to give notice of any personal or prejudicial interest and the nature of that interest, relating to any item on the agenda in accordance with the relevant Code of Conduct.

No declarations of interest were received.

Minutes of the meeting held on 17 February 2010.

RESOLVED:

That the Minutes of the meeting held on 17 February 2010 be confirmed as a correct record.

Report of the Assistant Chief Executive.

The Cabinet Member considered the report of the Assistant Chief Executive informing of the requirement to ensure that the Cabinet Member - Performance and Governance was informed of the renegotiation of targets contained within the refreshed Local Area Agreement 2008-11.  As part of the Local Government and Public Involvement in Health Act, the Council and the Sefton Borough Partnership had a statutory duty to prepare a Local Area Agreement (LAA) and, over the last few months, discussions in relation to the refreshment of the Local Area Agreement had taken place. The refreshed LAA presented an opportunity to understand the challenges of the borough and those links between issues in the thematic areas, which would help improve the quality of life for the people of Sefton.

Cabinet at its meeting on Thursday 4^th March 2010 agreed the refreshed Local Area Agreement 2008-11 and it was to be submitted to the Sefton Borough Partnership Executive on Monday 22^nd March 2010.

The following indicators relating to the Economic downturn had been renegotiated following review and refreshment, as part of Sefton’s agreement with Government Office North West:

·        NI 116 Proportion of Children in Poverty

·        NI 153 Working Age People claiming out of work benefits in the worst performing neighbourhoods

·        NI 154 Net Additional Homes

·        NI 171 New Business Registration rate

In relation to the NI 171, which indicated figures for new business growth, the Cabinet Member asked if these were based on VAT registrations (which would give a better indicator) but was informed that this was no longer the case as they were now new business “births”, i.e. newly registered companies.

A Member also queried the “Performance Reward Grants” as detailed in 3.3 in the report and performance in relation to these and was informed that, to date, 70% of targets were on track, which indicated that performance was good.

RESOLVED: That

(1)  the targets for refreshed Local Area Agreement 2008-2011 be

noted; and

(2) it be noted that the targets NI 116, NI 153, NI 154 and NI 171 (above)  

     relating to the economic downturn had been renegotiated and agreed with

    Government Office North West

Report of the Assistant Chief Executive.

The Cabinet Member considered the report of the Assistant Chief Executive informing of proposals for a new Performance Management Framework for Sefton MBC and the Sefton Borough Partnership; and which highlighted work areas which would require completion in order to successfully implement the proposed framework in the 2010/11 municipal year.  The report indicated that this was a milestone within the Governance Review and would enable the Council to drive improvement, and (with partners) the performance of the Sefton Borough Partnership, while at the same time identify which partners had responsibility for which areas of performance improvement. 

The Proposal had been developed in consultation with Members, Council Departments and partners and, if implemented, the framework would change how the Council planned, monitored, improved and reported performance.  It was intended to produce the final version in a matter of weeks.

The report further indicated that, as outlined in annexes 1, 2, 3 and 4 to the report, the proposed framework would support and address a number of internal and external challenges including:

·        Comprehensive Area Assessment (CAA)

·        Strategic Budget Review (SBR)

·        Improving the role and powers of Members as per the Local Government and Public Involvement in Health Act 2007

·        Reducing reporting burdens

·        Improving a performance culture within the Council

In relation to point 3.3, of the report, which spoke of how the Performance and Partnerships Team would work with Neighbourhood Management Division, the Cabinet Member wished to stress the need to ensure sufficient linkages to the Neighbourhood Management agenda to define and develop local priorities, service standards and performance targets.  He also expressed concerns that the flow chart contained in annex 2 (page 35) showed the link from the Service Director to the Performance Board and no link to the Cabinet Member - Performance and Governance and asked that this be amended to also link directly to Cabinet Member - Performance and Governance.

RESOLVED: That

(1)

the proposed performance management framework (Annex 1.0 – 3.0), which would replace the existing framework be approved, subject to the flow chart contained in annex 2 to the report being amended to indicate the link to the Cabinet Member - Performance and Governance; 

(2)

a provisional implementation plan for the proposed performance management framework (Annex 4.0) be approved;  

(3)

it be noted that a change to the Constitution would be required; and

(4)

authority be delegated to the Cabinet Member - Performance and Governance to move in-year changes to the framework, as the aforementioned plan is implemented.

Report of the Director of Equalities.

The Cabinet Member considered the report of the Director of Equalities which Intimated that within the annual governance statement there was a requirement for the Council to make a statement about the appropriate governance of all partnerships, networks and other bodies that the Council engaged with.

As part of the governance review it was recognised that liaison with ‘other partnerships’ was a key workstream. The stage 1 document published in December 2008 identified a number of key tasks.  The purpose of the exercise was to help the Council work with its partners to identify all of the partnerships that it was involved with and set up good systems of governance to ensure excellent performance.

There had been a number of arrangements suggested by Government to improve the governance of partnerships locally. For example, the development of Local Area Agreements (LAAs) aimed to help to improve accountability, align budgetary and other processes and streamline decisions on service planning and delivery.

The report indicated that there had been an inter-departmental group to map partnerships that the Council was currently involved with. There was an initial list of 250, which had been reduced to 99. There were some duplication of partnerships, some no longer in operation and the remainder were identified as networks, which would be dealt with by a separate, similar, exercise.  It further indicated the importance of identifying exit liabilities, where partners were wound up.

The remaining non-significant partnerships and networks would be requested to provide further information, including details of the allocation of resources and the benefits brought to the Council and community, and would concentrate on their links to themes, portfolio holders, departments and geographical areas.

It was hoped to publish the statement to the Intranet initially (following submission to Members and Departments) then to the Internet website and the Cabinet Member expressed the view that it should be published in full and not with some, more sensitive, information held back, particularly with charitable organisations and their funding, where transparency should be paramount. 

RESOLVED: That

(1)  the content of the report on Partnership Mapping be noted: and

(2)  It be agreed that all Strategic and Service Directors, Department

Representatives and Officers be notified of the impending implementation and development of the new procedure relating to the process of setting up and registering any new or existing partnership and that guidance to support the process emphasises the need for transparency.

.