Agenda and minutes

Members are asked to declare any interest and the nature of that interest that they may have in any of the items under consideration at this meeting.

There were none.

The Chairman to report on any requests to submit petitions or to address the meeting.

There were none.

The Chairman to advise whether they have agreed to any item of urgent business being admitted to the agenda.

The Chairman outlined that he had agreed to admit one item of exempt urgent business with regard to the Town Centre Offices to the agenda on the grounds that it was in the financial interests of the authority to consider the issue as quickly as possible and therefore could not reasonably be left to the next meeting.

To confirm as a correct record the Minutes of the meeting held on 2 March 2009.

The minutes of the meeting held on 2 March 2009 were agreed and signed accordingly.

Report of Strategic Director Customer Service and Resources

Summary

To update the Executive on the development of the Access Strategy and ask for comment on the direction it takes and the action plan it proposes, prior to finalising the draft.

Recommendations

The Executive is recommended to:

(1)       Agree the vision, aim and objectives of the strategy

(2)       Agree all, some or none of the main pillars of the action plan:

1.      deliver the services most face to face customers want (not just our local office customers), at locations near them.

2.      deliver more services through the telephone contact centre so that more customers have their enquiry or request satisfied at first contact.

3.      deliver the services our online customers want to access themselves, and persuade those customers to change from phone to online.

4.      Use information from customers to improve service delivery, ultimately reducing the amount of contact we handle that is classified as “avoidable” in the definition of NI14.

5.      use NI14 data, customers’ own feedback, complaints and compliments, mystery shopping and customer consultation, to improve our service processes so that the customer need be less proactive and the Council can make best use of its resources – principally staff time.

6.      identify potential efficiencies and improvements to service processes and the investment to achieve those efficiencies, and put in place a means of getting decisions about whether to realise those efficiencies and improvements.

(3)       Instruct the access strategy development group to complete work on the strategy and action plan and bring it back to the Executive for adoption

The Strategic Director Customer Service and Resources, submitted a report to update the Executive on the development of the Access Strategy and ask for comment on the direction it takes and the action plan it proposes, prior to finalising the draft.

Resolved

(1)       That the vision, aim and objectives of the strategy be agreed.

(2)       That the main pillars of the action plan be agreed as set out below:

1.      deliver the services most face to face customers want (not just our local office customers), at locations near them.

2.      deliver more services through the telephone contact centre so that more customers have their enquiry or request satisfied at first contact.

3.      deliver the services our online customers want to access themselves, and persuade those customers to change from phone to online.

4.      Use information from customers to improve service delivery, ultimately reducing the amount of contact we handle that is classified as “avoidable” in the definition of NI14.

5.      use NI14 data, customers’ own feedback, complaints and compliments, mystery shopping and customer consultation, to improve our service processes so that the customer need be less proactive and the Council can make best use of its resources – principally staff time.

6.      identify potential efficiencies and improvements to service processes and the investment to achieve those efficiencies, and put in place a means of getting decisions about whether to realise those efficiencies and improvements.

(3)       That the access strategy development group to complete work on the strategy and action plan and bring it back to the Executive for adoption

Reasons - The Council has an agreed strategic priority of being an accessible, value for money organisation.  This strategy is about achieving that ambition, focusing on removing barriers to access and providing choices to customers, by preventing unnecessary contact and making sure the most cost effective access channels are available and known about.

Report of Head of Improvement

Summary

The report presents a Management Information Strategy and action plan for Cherwell District Council which will deliver continuous improvement in its information management arrangements, helping to improve service delivery and respond effectively to the new CAA assessment regime.

Recommendations

The Executive is recommended:

(1)       To identify any additional actions or initiatives to be included in the strategy and action plan

(2)       To agree the management information strategy and action plan

(3)       To require officers to report back on progress with the implementation of the strategy and action plan in March 2010

The Head of Improvement submitted a report presents a Management Information Strategy and action plan for Cherwell District Council which will deliver continuous improvement in its information management arrangements, helping to improve service delivery and respond effectively to the new CAA assessment regime.

Resolved

(1)       That appropriate member training be included in the member training programme with regard to using and analysing management information.

(2)       That the management information strategy and action plan be agreed

(3)       That Officers report back on progress with the implementation of the strategy and action plan in March 2010

Reasons - This strategy sets out a broad framework of how the council intends to develop its management arrangements for the production, sharing, analysis and interpretation of management information. It will be use as the basis for a medium term action plan to guide improvement activity during the period 2009/10 to 2011/12.

Report of Chief Executive

Summary

This Annual Partnerships Report:

• reviews the achievements of the Council’s significant partnerships in 2008/09
• sets out the progress made improving the governance and performance management of the Council’s significant partnerships.
• Sets out the key activities for significant partnerships in 2009/10.

Recommendations

The Executive is recommended to:

(1)               Note the key achievements of the Council’s significant partnerships in 2008/09 and the contribution they make to delivery of the Council’s strategic priorities

(2)               Review the progress made during the year in strengthening the governance of the Council’s significant partnerships

(3)               Agree the actions proposed by the significant partnerships for 2009/10

(4)               Agree the proposals to improve partnership working detailed at paragraph 1.5 below

(5)               Refer this Annual Partnerships Report to Overview and Scrutiny as part of their future programme of work on the evaluation of partnerships.

The Chief Executive, submitted a report to review the achievements of the Council’s significant partnerships in 2008/09, the progress made improving the governance and performance management of the Council’s significant partnerships and the key activities for significant partnerships in 2009/10.

Resolved

(1)               That the key achievements of the Council’s significant partnerships in 2008/09 and the contribution they make to delivery of the Council’s strategic priorities be noted

(2)               That the progress made during the year in strengthening the governance of the Council’s significant partnerships be noted

(3)               That the actions proposed by the significant partnerships for 2009/10 be agreed

(4)               That the proposals to improve partnership working detailed at paragraph below:

·        Improve the service delivery and value for money from Cherwell’s significant partnerships

·        Seek out opportunities for new partnership arrangements to improve service delivery and value for money

·        Continue to strengthen governance and accountability arrangements, especially around information and data sharing arrangements

·        With West Oxfordshire District Council, continue to jointly lead the countywide review of the structure and governance arrangements of countywide partnerships

·        As part of this countywide review, achieve agreement on the significant partnerships common to all the local authorities across Oxfordshire and focus resources accordingly

·        Strengthen the support for elected Members involved in partnerships on the Council’s behalf through the Member Training and Development Programme

·        Strengthen the links between the Council’s partnerships and Executive Members, to be considered as part of the Council’s current review of its Constitution

·        Consider hosting a Cherwell Partnerships Conference to celebrate achievements, consider future partnership opportunities, share knowledge and best practice

·        Include significant partnerships in the Council’s performance management framework and include in the quarterly performance report to the Executive.

(5)               That the Annual Partnerships Report be referred to Overview and Scrutiny as part of their future programme of work on the evaluation of partnerships.

(6)               That the Executive receive a report setting out how the Council will effectively support member representatives on partnerships and all outside bodies, including providing appropriate training, strengthening staff support for members, advice on council policy with regard to issues within the remit of partnerships and outside bodies and providing feedback mechanisms from issues raised on partnerships on outside bodies.

Reasons - In March 2008, the Council agreed a Partnership Protocol and Working Framework. The Framework requires the production of an annual report of the year’s achievements focusing on the significant partnerships. The Council’s significant partnerships are those key in helping deliver the Council’s strategic priorities and the new Local Area Agreement.

Report of Strategic Director Customer Service and Resources

Summary

To consider the findings of the Land Charges Value for Money (VFM) Review report and the recommendations arising from the report 

Recommendations

The Executive is recommended to:

(1)       Endorse the overall conclusion of the review that the service is high cost and has low performance in terms of its productivity, but is high quality in terms of its search turnaround times.

(2)       Agree that further improvements in value for money be sought and approve the following recommendations to achieve this;

a)     Reduce staffing levels by 37hrs per week to eliminate surplus capacity and generate savings of £22,650. This will bring employee hours per thousand population more into line with the average authority. These savings have already been identified and accommodated in the 2009/10 budget.

b)     Further reduce the capacity within the service by 15hrs per week in recognition of the continuing fall in demand due to the economic slowdown, but re-invest these hours in improving the council’s digital records to improve future productivity by allocating them to the council’s GIS team. Monitor work volumes and review this arrangement after 6 months in order to maximise possible savings (should search volumes continue to fall) end ensure continuity of the service (should search volumes increase).

c)      Recalculate the contributions paid to other services through internal recharges so that these are based on a cost per search rather than a fixed overhead. This would produce savings of £24,865 for the service in 2009/10, although these costs would be transferred elsewhere in the council.

d)     Ascertain the true costs of the service (in anticipation of likely legislative changes allowing cost recovery charging) by carry out a zero based budget analysis of support costs to remove any overhead cost loading on the service. This is to take place in autumn 2009 as part of the routine budget revision process. 

e)     Raise the standard search fee from £80 to £120 (around the average for other Oxfordshire authorities) to raise additional income of £55,000 per annum. This may carry a risk of further reducing demand for searches, although reduced fees have not been shown to have any demonstrable influence on demand.   

f)        If legislation is introduced to allow it, raise the fee for personal searches to at least £25. This would raise additional income of around £30,000 per annum.

g)     Implement the TLC ICT system to improve the automation of electronically held information for searches

h)      Move appointments bookings and advance payments for searches to the Customer Contact centre to provide a common standard of customer service to callers and to remove unproductive administrative work from the land charges team

i)        Develop and introduce an online booking and payments system for appointments to complement the telephone service and further reduce administrative work

j)        Discontinue using Land Charges staff team to deal with personal search appointments in the mornings, transferring this work to reception staff (this has already been agreed and is being undertaken as an early outcome of  ...  view the full agenda text for item 196.

The Strategic Director Customer Service and Resources submitted a report to consider the findings of the Land Charges Value for Money (VFM) Review report and the recommendations arising from the report   

Resolved

(1)       That the overall conclusion of the review that the service is high cost and has low performance in terms of its productivity, but is high quality in terms of its search turnaround times, be endorsed;

(2)       That further improvements in value for money be sought and the following recommendations to achieve this be endorsed;

a)     That staffing levels be reduced by 37hrs per week to eliminate surplus capacity and generate savings of £22,650. This will bring employee hours per thousand population more into line with the average authority. These savings have already been identified and accommodated in the 2009/10 budget.

b)     That capacity be further reduced within the service by 15hrs per week in recognition of the continuing fall in demand due to the economic slowdown, but re-invest these hours in improving the council’s digital records to improve future productivity by allocating them to the council’s GIS team. Monitor work volumes and review this arrangement after 6 months in order to maximise possible savings (should search volumes continue to fall) end ensure continuity of the service (should search volumes increase).

c)      That the contributions paid to other services through internal recharges be recalculated so that these are based on a cost per search rather than a fixed overhead. This would produce savings of £24,865 for the service in 2009/10, although these costs would be transferred elsewhere in the council.

d)     That the true costs of the service (in anticipation of likely legislative changes allowing cost recovery charging) be ascertained by carry out a zero based budget analysis of support costs to remove any overhead cost loading on the service. This is to take place in autumn 2009 as part of the routine budget revision process. 

e)     That the standard search fee cost be raised from £80 to £120 (around the average for other Oxfordshire authorities) to raise additional income of £55,000 per annum. This may carry a risk of further reducing demand for searches, although reduced fees have not been shown to have any demonstrable influence on demand.   

f)        If legislation is introduced to allow it, that the fee for personal searches be raised to at least £25. This would raise additional income of around £30,000 per annum.

g)     That the TLC ICT system be implemented to improve the automation of electronically held information for searches

h)      That appointments bookings and advance payments for searches be moved to the Customer Contact centre to provide a common standard of customer service to callers and to remove unproductive administrative work from the land charges team

i)        That an online booking and payments system be developed and introduced for appointments to complement the telephone service and further reduce administrative work

j)        That using Land Charges staff team to deal with personal search appointments in the mornings be discontinued, transferring this  ...  view the full minutes text for item 196.

Report of Overview and Scrutiny Committee

**Please note Appendix 1 is to follow**

Summary

To consider the report of the Task and Finish Group scrutiny review into the future of markets in Cherwell and the supporting recommendations from the Overview and Scrutiny Committee.

Recommendations

The Executive is recommended to:

(1)       note the work of the Task and Finish Group scrutiny review into the future of markets in Cherwell as detailed in Appendix 1;

(2)       agree the Overview and Scrutiny Committee recommendations regarding the markets in Cherwell as detailed in the report from the Task and Finish Group (Appendix 1).

The Overview and Scrutiny Committee submitted a report of the Task and Finish Group scrutiny review into the future of markets in Cherwell and the supporting recommendations from the Overview and Scrutiny Committee.

Resolved

(1)       That the work of the Task and Finish Group scrutiny review into the future of markets in Cherwell be noted;

(2)       That the Overview and Scrutiny Committee recommendations regarding the markets in Cherwell as detailed in the report from the Task and Finish Group as set out in the appendix to these minutes be agreed.

Reasons - To consider the report of the Task and Finish Group scrutiny review into the future of markets in Cherwell.

The following reports contain exempt information as defined in the following paragraphs of Part 1, Schedule 12A of Local Government Act 1972.

1 – Information relating to any individual.

3 – Information relating to the financial or business affairs of any particular person (including the authority holding that information).

4 – Information relating to any consultations or negotiations, or contemplated consultations or negotiations, in connection with any labour relations matter arising between the authority or a Minister of the crown and employees of, or office holders under, the authority.

Members are reminded that whilst the following items have been marked as exempt, it is for the meeting to decide whether or not to consider each of them in private or in public. In making the decision, members should balance the interests of individuals or the Council itself in having access to the information. In considering their discretion members should also be mindful of the advice of Council Officers.

Should Members decide not to make a decision in public, they are recommended to pass the following recommendation:

“That, in accordance with Section 100A(4) of Local Government Act 1972, the press and public be excluded form the meeting for the following item(s) of business, on the grounds that they could involve the likely disclosure of exempt information as defined in paragraphs 1, 3 and 4 of Schedule 12A of that Act.”

Resolved

That, in accordance with Section 100A(4) of Local Government Act 1972, the press and public be excluded from the meeting for the following items of business, on the grounds that they could involve the likely disclosure of exempt information as defined in paragraphs 1, 3 and 4 of Schedule 12A of that Act.

Any other items which the Chairman has decided is urgent.

The Strategic Director Customer Service and Resources submitted a report regarding the future proposals for the Town Centre Offices.

Resolved

That the resolutions as set out in the exempt minute be agreed.

Report of Strategic Director Environment and Community

The Strategic Director Environment and Community submitted a report regarding the 2009/10 Environment and Community Budget Reductions and Service Implications.

Resolved

That the service changes outlined in the exempt appendix to the minutes as a means of delivering a balanced budget be agreed.   

Reasons - To consider the specific 2009/10 budget and service reductions required to produce a balanced budget.

Report of Strategic Director Customer Service and Resources

(Please note Appendix 1 is to follow.)

The Strategic Director Customer Service and Resources submitted a report regarding the findings of the Revenues and Benefits Service Delivery Options Appraisal.

Resolved

That the resolutions as set out in the exempt minute be agreed.

Resaons- The value for money review of the Council’s Revenues and Benefit Service reported to the Executive in June 2008, identified two separate strands for potential improvement. This report considers the outcome of the research into the service delivery options for securing improved Value for Money in service delivery.

Report of Head of Urban and Rural Services

The Head of Urban and Rural Services submitted a report on the current position with Banbury Market, to consider the options for long-term management and operation of Banbury Market and to identify preferred options for further investigation. 

Resolved

(1)       That the current position and arrangements for the continued siting, management, control and regulation of Banbury Market (the Market) be noted.

(2)       That options 3, 5 and 6 for the future management and operation of the Market be agreed as worthy of a more detailed assessment, with options 5 and 6 being preferred at this stage and option 4 held in reserve.

(3)       Authorise the Head of Urban and Rural Services to investigate further the risks/benefits to the Council in pursuing the options set out above, and report back to the Executive in April/May 2009 with a recommendation as to the option he considers would, if implemented, represent the Council’s best interests.

Reasons – The council has been required to take action to ensure the continuation of Banbury Market, due to the previous operator ceasing to trade.