Meeting documents

To receive an update from the Programme Director.

The LGR Joint Scrutiny Committee:

i)                   Noted the work that had been undertaken on the programme and scrutinise the report and presentations in appendices A and B dated 5th November and 17th December 2021

ii)                 Used the report and presentations to define their forward work programme for the next 15 months

Cllr Purbrick, Cabinet Member for LGR and Transformation at Somerset County Council provided an introduction to the report and invited the LGR Programme Director to present the update to the Committee.

The report provided an update to the Joint Scrutiny Committee on the LGR programme and recent activity to deliver it. The report and appendices were intended to enable the committee to discuss and agree their forward work programme for the next 15 months.

To deliver the benefits proposed in the business case, including freeing up £18.5m per year for frontline services, the County and 4 Districts came together in late summer to begin work. Since then, this partnership had created: -

· A mission statement, vision, values and principles for the programme

· Strong governance and leadership for the programme with representatives from all 5 Councils, including a Joint Committee and Joint Scrutiny Committee.

· A Programme Board comprising each council’s Chief Executive.

· An officer-led Programme Steering Group and a Programme Management Office to provide structure, support and additional leadership for the entire programme.

· 6 work streams to coordinate and lead design and delivery of the new council:

1. Governance

2. People (Human resources, organisational development, culture and ways of working)

3. Assets Optimisation (property, information technology)

4. Service Alignment and Improvement (bringing front-line services together)

5. Finance

6. Customers, Communities and Partnerships (Local Community Networks, customer access, devolution, information and data management).

Each work stream was jointly led by a County and District senior manager. Their role is to identify, develop and deliver "products" (specific goods, services and outputs that need to be delivered by Vesting Day) and lead their work stream to deliver them.

Local Community Network (LCNs) pilots had been set up to test ideas and produce evidence to inform the final design of LCNs. LCNs existed in other unitary councils and had been shown to be successful. They were public forums based in communities allowing discussion, action, oversight, listening, consultation on local issues, and to set priorities and take decisions in the places that will be affected, right across Somerset: -

· They are constituted committees of council with real decision-making powers – this also means the devolution of council assets will not apply

· It was anticipated between 15 and 20 LCNs would be set up. Between four and nine unitary Councillors would serve on each LCN joined by local town & parish councils, police, health, education and other partners.

· They would use local data, evidence and local knowledge to drive decisions and address local issues and priorities.

Appendices A and B provided Programme Director updates to the first two LGR Joint Committee meetings, which took place on 5th November and 17th December 2021. They were included in the report to provide additional background information.

During the debate the following comments and questions were raised: -

·      Assurance was requested that work was not duplicated by the LGR workstreams

·      There was potential to introduce nominees from the committee as workstream champions, to consider different LGR areas and assist the committee with an insight into any specific areas of interest for programme delivery and scrutiny.

·      A list of areas of interest was encouraged to be put forward by the committee.

·      The committee was encouraged to approach the Programme Director where there were specific areas within workstreams that scrutiny could add value.

·      Duplication between workstreams was a recognised risk, looking at gaps and areas where there was likely duplication and recognising this going forward was an ongoing focus.

·      It was requested that duplication gaps and Scrutiny champions are items considered at a future meeting. A further request was made for the programme director to circulate an LGR point of contacts list for elected members.

·      Considering the timeline, assurance was requested that the back-office functions were in good order to ensure councils are functioning from vesting day and ensuring asset registers were up to date and had a robust finance system in place.

·      There continued to be the opportunity to explore how services could be delivered differently with partners, with elected members to help determine and design services.

·      Planning and Licensing are not proposed to be initial functions for the proposed LCN’s, more information was requested in relation to how the new Council would deliver its planning and licensing functions.

·      Council tax rates were a concern with the cost of living and residents in fear of an increase in rates within the next year with poor productivity and low wage and skill economy leading to Somerset being adversely impacted. These was understood to be key elements in the business case to bring organisations together and for the new Council to achieve investment sufficient for the challenges and have a bigger voice on the national stage.

·      More information was anticipated in relation to the levelling up white paper anticipated this week and opportunities for further devolution.

·      The committee highlighted its interest in relation to improvements in Childrens and Adults Services, Social Mobility and Economic Development.

·      Pressures were recognised with the challenges faced of rural poverty, isolation and the ageing population across the county.

·      The delivery of Healthcare and the impact from LCN’s was questioned in the ability to address public health and social care issues.A good example was provided from a Wiltshire LCN, understanding the issues of poor air quality and dealing with this and improving air quality as a result.

·      Identifying the difference between strategic and operational risks were requested to be considered at a future meeting.

·      The Risk Register would be considered at the joint committee on Friday 4^th February and at future LGR scrutiny meetings.

·      Outcomes and learning from the LCN pilots were agreed to be considered at a future committed. LCN’s continued to evolve at other Unitary Councils and learning continued.

·      50-60 town and parish clerks attend meetings every 2 weeks, with the LGR team working closely with Somerset to provide frequent LGR updates to Parish and Town Councils.

·      Committee members were informed Steve Coomber had been appointed as the Internal Communications and Engagement Lead and had been in post for two months.

·      Section 151 officers would be working together to produce a shadow budget over the coming months.

Recommendations:

The LGR Joint Scrutiny Committee:

i)     Noted the work that had been undertaken on the programme and scrutinised the report and presentations in appendices A and B dated 5th November and 17th December 2021.

ii) Used the report and presentations to define their forward work programme for the next 15 months.