To receive a report from the Chief Executive regarding the Peer Review.
Minutes:
The Committee had before it and NOTED a report * from the Chief Executive regarding the Peer Review. During the 6-9th March 2017, the authority had received a delegation of external officers and members to conduct a ‘peer challenge review’. The process generated a review report which contained a number of specific recommendations for the council to consider. The report which Members had before them provided an update on that process and outlined how this process would be contributing to the council’s improvement programme moving forward.
The Chief Executive outlined the contents of the report, explaining steps that had already been taken, for example an organisational design framework, organisational values, managerial competencies, Medium Term Financial Planning and Efficiency Statement, a refreshed council constitution, a revised staff survey and new approaches to member engagement and development. There were a number of areas in progress such as a performance framework refresh, a business transformation programme, a staff charter, comprehensive benefit-tracking and realisation, strategic options appraisal and business case development for discrete service change. The Chief Executive informed Members that a report detailing his plans to fully align performance indicators to the Corporate Plan would be submitted to the Cabinet shortly.
A restructure to appoint three Directors had been put in place and the next stage, the Group Manager structure, would be confirmed in the near future. When appointed these Group Managers would be tasked to look at options for service delivery.
The Chief Executive outlined some recommendations from the review:
Produce an economic development plan that conformed with Exeter and the Heart of Devon strategy for economic growth and prosperity but provided greater detail on what this would look like for Mid Devon, the benefits that would be delivered, and how this would be achieved
This had been discussed at the Economy PDG to set out what was best for Mid Devon and officers were now pushing forward with this piece of work.
Ensure that major projects were supported by a robust business case agreed by the council
The Chief Executive explained that the authority was moving in this direction, particularly in relation to capital investment.
Agree a strategy for influencing partners to win more external funding to support investment in major schemes in Mid Devon.
The Chief Executive explained that there had been some success in the last year or so and gave examples such as funding for the link road scheme and resurfacing as part of National Productivity Funding. In addition the council has secured capacity funding to continue unlocking growth, as well as smaller sums from the LGA as part of their Productivity Expert funding.
Review internal and external communications, along with community engagement, and take advantage of IT and social media efficiencies that could support these
This was a resourcing issue and the Chief Executive explained that he was looking to introduce a new officer role regarding community engagement but there would be a cost implication attached to this.
Continue with the commitment and resources to work closely with developers to build out consented housing allocations and ensure that approved development can progress in a timely fashion.
The Chief Executive informed Members that he had regular meetings with Planning officers, developers and the Cabinet Member at which he stressed the importance of actually building houses rather than just obtaining consent.
The Chief Executive went on to outline progress regarding Business Transformation for which an initial programme plan outlining what it might look like had been drafted and would be finalised and launched to staff in October.
Discussion took place regarding:
· Member engagement and the appropriate route for service delivery change which would be through the PDG’s;
· A Policy Officer that had been appointed on an interim basis to work full time with the Scrutiny Committee (1 September until the end of December), with a view to exploring options for delivery after that. The Chief Executive was also looking into options to share a resource with neighbouring authorities;
· Concerns that the Scrutiny Committee was not working effectively and a lack of involvement for back benchers, including a lack of ‘away days’;
· Links to the Corporate Plan which would be reported to the Cabinet at the end of August;
· The need for a balanced budget and whether funding would be drawn from financial reserves or the New Homes Bonus for this;
· The need for Member steer and engagement in developing policy.
Note: Report * circulated and attached to Minutes.
Supporting documents: