The Executive of North Ayrshire Council 22 November 2011

Transcription

1 The Executive of North Ayrshire Council 22 November 2011 Agenda Item 2 IRVINE, 22 November At a Meeting of the Executive of North Ayrshire Council at a.m. Present David O'Neill, John Reid, Tom Barr, John Bell and Alex Gallagher. Also Present Jean Highgate. In Attendance E. Murray, Chief Executive; L. Friel, Corporate Director, C. Hatton, Head of Environment and Related Services and A. Bodie, Head of Infrastructure and Design (Finance and Infrastructure); I. Colvin, Corporate Director, O. Clayton, Head of Community Care and Housing and S. Gault, Head of Children, Families and Criminal Justice (Social Services and Health); M. Armstrong, Head of Logistics and Infrastructure, J. Leckie, Head of Community and Culture and A. Sutton, Manager Information and Culture (Education and Skills); J. Montgomery, General Manager (Policy and Service Reform), A. Anderson, Economic Development Manager, C. Rowney, Communications Officer and M. Anderson, Committee Services Officer (Chief Executive's Service). Chair Councillor O'Neill in the Chair. Apologies for Absence Peter McNamara. 1. Declarations of Interest There were no declarations by Elected Members in terms of Standing Order Minutes The Minutes of the previous meeting of the Executive held on 8 November 2011 were signed in accordance with Paragraph 7 (1) of Schedule 7 of the Local Government (Scotland) Act Capital Monitoring to 30 September 2011 Submitted report by the Corporate Director (Finance and Infrastructure) on the financial position of the Council's capital budgets as at 30 September Page 1

2 The report advised of actual capital expenditure in respect of General Services and the Housing Revenue Account (HRA) to 30 September 2011 and forecast expenditure to 31 March Appendix 1 to the report contained a statement by the Capital Programme and Assets Group (CPAG) on each of the General Services capital projects and Appendix 2 gave details of actual spend by project against the revised HRA budget for 2011/12, together with anticipated spend to 31 March Actual expenditure to 30 September 2011 (Period 6) amounted to 5.011m or 21.2% of the revised annual budget for 2011/12 of m, compared with 23.7.% for the same period in 2010/11. The CPAG has reviewed the current programme to identify any projects which could be advanced in to utilise a projected in-year General Services underspend of 1.019m, together with the sum of 0.157m uncommitted from Section 2.6 highlighted a number of projects which might be advanced, namely Stevenston Cemetery, the Human Resources Absence Management System, the procurement of a Democratic Management System, the extension of St Luke s Primary School, re-provisioning of the Currie Court Sheltered Housing Complex in Ardrossan and meeting the cost of some minor year-end overspends, including those in relation to the Perceton House Basement, Arran Slipway, Kilmory Primary Schools. Actual expenditure on the HRA capital budget to 30 September 2011 (Period 6) amounted to 9.098m or 32.5% of the revised annual budget of m. This compares with an actual spend of 30.6% for the same period in 2010/11. Significant savings of 0.500m have been achieved on the tender for the new-build at Winton Avenue, Kilwinning and slippage of 1.722m is anticipated on other programmes, in particular the Window Replacement programme which is as a result of a delay in the tendering process. Officers will consider the potential for the acceleration of projects from 2012/13 to utilise this underspend and present options in the Period 8 monitoring report. The Corporate Director (Finance and Infrastructure) gave a verbal update on the current level of projected underspend within the HRA to the year end, and the Head of Infrastructure and Design provided background information on the associated projects. Members asked questions, and received clarification, on the following:- action to address current slippage in the HRA window replacement programme; the anticipated effectiveness of new monitoring arrangements being implemented by the CPAG; and the importance of delivering on the capital programme, not only in terms of spend, but also with regard to meeting the Council's priorities for service delivery and economic development and regeneration. Page 2

3 The Executive expressed concern about the continued slippage in the capital programme and agreed to (a) note the actual expenditure to 30 September 2011 and the forecast of expenditure to 31 March 2012; (b) approve the requested revisions to budgets; (c) authorise the Chief Executive to tender for the supply of a democratic management system; (d) refer the report to the Scrutiny Committee for information; and (e) receive a further report from the Chief Executive to a future meeting of the Executive on the background to reported underspends and action to address slippage in the capital programme. 4. Revenue Budget 2010/11 : Budgetary Control Statement to 30 September 2011 Submitted report by the Corporate Director (Finance and Infrastructure) on the revenue budgetary control position for the Council at the end of September In terms of General Services, the unaudited accounts for 2010/11 reflected an uncommitted balance of 5.133m, which was consistent with the Council's policy of maintaining a balance equivalent to 1.5% of its net revenue budget ( 5.111m for 2012/13). The report to the Executive on 13 September 2011 detailed adjustments totalling 0.104m, resulting in a revised uncommitted balance of 5.237m. Since the last report to the Executive, further issues have been identified, the net effect of which is a decrease in the 2010/11 surplus of 0.271m, bringing the final uncommitted balance at the closure of the audit on 30 September 2011 to 4.966m. This balance falls 0.145m short of the policy target of retaining 1.5% of estimated net expenditure ( 5.111m for 2012/13) as an uncommitted balance. Current indications suggest a net in-year surplus of 3.260m in relation to the projected outturn for 2011/12. Sections of the report commented on significant General Services variances and Appendices 1-6 provided further detail in respect of each of the Services of the Council, as well as Major Revenue Works. Other adjustments and savings were set out at Sections of the report. The Council has budgeted for income from Council Tax of m in , based on a 96.5% rate of collection, and income from Non Domestic Rates (NDR) of m. Collection levels for Council Tax show that in-year collection of 56.4% to the end of September is 0.6% higher than the previous year. In respect of NDR, the collection level of 59.69% is 3.55% above the level achieved for the same period in 2010/11. A summary of the year end General Services revenue projections, based on variances at the end of September 2011, was shown in the table at Appendix 2.17 to the report. Page 3

4 Details of the projected underspend of 2.053m at 31 March 2012 on the Housing Revenue Account were contained in Appendix 9 to the report. It is mainly due to the anticipated refund from Building Services of 1.216m plus savings in loan charges of 0.419m. There is also an anticipated overspend on housing repairs of 0.276m. A further 0.510m underspend is attributable to reductions in Infrastructure & Design fees ( 0.210m) and savings in Central Support costs ( 0.300m). The position on the Housing Revenue Account at the end of September 2011 was shown in the table at Section 2.19 of the report. The Corporate Director (Finance and Infrastructure) gave a verbal update in relation to Section 2.4 of the report, advising that a net in-year surplus of approximately 3.3m is now anticipated, and indicating that a further adjustment, in respect of probationer teacher funding, was anticipated for Period 8. The Executive agreed to (a) note the balances outlined in the report; (b) approve the plans to reinvest 0.801m of the projected saving within Education & Skills in order to build capacity to support the raising of attainment; and (c) refer the report to the Scrutiny Committee for information. 5. Ardrossan: Currie Court Reprovisioning Project Submitted report by the Corporate Director (Social Services and Health) seeking approval for the re-provisioning of the Currie Court complex in Ardrossan. Ardrossan s Currie Court complex comprises a linked residential unit, a sheltered housing complex, and Castleview Day Centre for older people. Section 2 of the report provided details of the project to reconfigure the linked residential used to meet demand from services users with Learning Disabilities by converting the existing residential unit into 13 self-contained, one-bedroomed houses. Each house will be wheelchair accessible and meet the Housing for Varying Needs standard. A staff base has also been integrated within the initial design. The estimated capital cost for this part of the re-provisioning project is 1,060,000. However, by reconfiguring the residential unit, Social Services and Health will achieve a revenue savings of 350,000. The savings of 350,000 have been identified within the Social Services and Health 2012/13 Service Plan as efficiency savings from the year 2013/14 onwards. At its meeting on 27 September 2011, the Executive agreed that refurbishment work should commence on the sheltered housing complex at Currie Court, Ardrossan in order to pilot a new North Ayrshire Council Sheltered Housing Standard. It is estimated that the project will cost 991,000. Housing Services have made provision within the Housing Revenue Account Business Plan to deliver this refurbishment project. Page 4

5 As part of the overall project, and to improve the visual aspect of the remaining part of building and the overall aesthetics of the completed project, the report proposed that the Castleview Day Centre for older people is re-rendered at a capital cost of 20,000 and re-roofed at a capital cost of 17,000. Section 2.10 of the report outlined the range of benefits which the project is likely to bring, including the delivery of suitable, purpose-built accommodation for those with learning disabilities or mental health problems; an efficiency saving within Social Services and Health by consolidating a range of care packages into a single resource which will support those living in the reconfigured residential units; and an economies of scale financial benefit in procurement which will be achieved by aligning the reconfiguration of the linked residential unit and re-render/roofing of the day centre with the already agreed works to the sheltered housing into a single contract for works. The Executive agreed to (a) allocate General Services funding of million to Social Services and Health during 2012/13 to facilitate the delivery of the joint development project detailed in this report; and (b) permit the tendering of this project in order to realise total spend of million in 2012/ Balance of Care Update Submitted report by the Corporate Director (Social Services and Health) on the progress made to date with reshaping care for older people and the impact of Change Fund initiatives and seeking agreement to progress areas of implementation. The overall programme of reshaping care across the North Ayrshire partnership is progressing steadily and the introduction of the Change Fund 2011/12 of 1.9m has offered opportunities to quicken the pace of reshaping care. Appendix 1 to the report set out the implementation plan detailing the three key areas of reshaping care agreed in June This progress is monitored through the North Ayrshire Partnership - Older People and Adults Sub-Group and the Officer Locality Group. Section 2 of the report highlighted the current position in terms of the reshaping of services and the challenges which continue to have an impact. Particular achievements in relation to the availability of housing, increased uptake of the Community Alarm Service and work to redesign Care and Home services were outlined. The benefits of centralisation were also summarised, including reduced absence, improved quality of care, increased outsourcing, the development of reablement and significant investment in dementia services Page 5

6 The following further developments aimed at shifting the balance of care were proposed at Section 3 of the report:- A review of the residential model of intermediate care provided by the Council in partnership with Health at the David White Centre, with progress to be reported back in June 2012; The introduction of self-assessment for Community Alarms and Meals at Home for North Ayrshire residents aged over 75; and Confirmation of a continuation of the Scottish Government Change Fund for a further three years and increased resources, in addition to a requirement for local authorities to contribute to the pot of resources. Members asked questions, and received clarification, on the following:- an apparent loss of continuity of care for some service users as a result of changes in Care at Home staffing arrangements; arrangements for publicising the roll-out of the Meals at Home pilot and its benefits; managing the anticipated demand arising from self-assessment; and the monitoring and review of care packages, including assessing the standard of care provided. The Executive agreed (a) to note progress made since the previous report in June 2011; (b) that work to reshape care for older people be progressed further through a review of the David White Centre; (c) to introduce self assessment for access to the Community Alarm Service and the Meals at Home Service; (d) that the Corporate Director (Social Services and Skills), in consultation with the Council's Communications Team, explore options for publicising the benefits of the Meals at Home service; and (e) that the Corporate Director (Social Services and Skills) submit a further report to a future meeting of the Executive on arrangements for monitoring and reviewing service standards and managing contracts. 7. Personalisation Strategy Update Submitted report by the Corporate Director (Social Services and Health) on the proposed Personalisation Strategy. Currently, care services are centred on a traditional model of service provision, including those provided directly by the Council or purchased and arranged by the Council. Self Directed Support will offer greater control and choice for individuals. The choice may include taking a direct payment, having a direct payment managed by a third party or directing an individual budget to arrange support provided by the local authority or from an independent provider, or a combination of these. Page 6

7 The report highlighted that the implementation of the personalisation agenda will require changes in the Social Care market in North Ayrshire. The Council will need to engage with independent and private providers, as well as third sector organisations, to position the social care market to offer a range and variety of providers from which an individual can choose the means of care which they feel would most suitably meet their needs. The Council s proposed Personalisation Strategy was attached as Appendix 1. Section 3 of the report identified the 8 key objectives of the strategy, as well as a number of important commitments to users and carers, including the need to offer individual budgets as an option for everyone who is eligible and the Council s continued duty of care to service users and vulnerable people. The Strategy covers a 2-year period and comprises two stages of development. During stage 1 (December 2011 August 2012), key tasks will include the establishment of a Pathfinder to test our proposed Personalisation processes and policies. The Pathfinder timeline was set out at Appendix 2. As part of the Pathfinder, the Council will aim to develop a fair and easy to understand Resource Allocation System (RAS). This is a means of deciding how much money people are entitled to in order to purchase the support they need. The RAS translates assessed needs into points based on relative need, and it calculates an individual budget according to the allocated points. The proposed pathfinder will test this budget calculation and process and allow comparisons to current resource allocation. Section 3.10 identified other key tasks for Stage 1, including assessing the existing community capacity and agreeing an action plan to meet current and future needs whilst developing social enterprise in North Ayrshire. Social services and Health will complete an options appraisal of the Carefirst and corporate systems, which will identify the ICT requirements for the Personalisation workstream and the Change Programme as a whole. There will be a requirement to purchase additional functionality to support the recording of individual budgets when determined by the Resource Allocation System. An independent evaluation of the Pathfinder will also be commissioned. This will help analyse the implications of the Council s Personalisation proposals and the outcome will be reported to the Executive in June Members asked questions, and received clarification, on the Council's continued duty of care to service users and vulnerable people, including the importance of proper supervision of the system to ensure that the required level of service is delivered. Page 7

8 The Executive agreed to (a) approve the Personalisation Strategy set out at Appendix 1; and (b) implement the Self-Directed Support Pathfinder and the interim Resource Allocation System as detailed in Section 3 of the report. 8. Education and Skills: St. Luke's Primary School: Requirement for Extension Submitted report by the Corporate Director (Education and Skills) seeking approval for funding to extend St Luke s Primary School, Kilwinning for August St Luke s is a denominational primary school serving the Pennyburn and Whitehirst Park areas of Kilwinning. The school roll has increased to 210 pupils this year and its capacity is 213 pupils. The current class structure requires 8 classes and, with only 7 classrooms available, one class is currently being taught in the former library. It is anticipated that the roll will increase from August 2012 to require 9 classrooms. The admission arrangements for the school were set out at Appendix 1 to the report. Feasibility studies have been carried out with regard to the project scope of both a one-classroom extension and a two-classroom extension. Due to the contract period and value, a one-classroom extension is achievable in the timescale. The school could continue to utilise the former library as a classroom. Appendix 2 detailed the business case for the proposed extension. Infrastructure and Design Services have advised a probable capital cost of 247,207, which has been reported to the Capital Programme and Assets Group. The resulting revenue pressure of 7,176 per annum has been submitted to Corporate Finance as part of the 2012/13 budget process. Members asked questions, and received clarification, on the following:- the apparently high estimated cost of the project in terms of value for money; and arrangements to ensure that library provision continues to be delivered elsewhere in the school. The Executive agreed (a) to fund the works to extend St Luke s Primary School to accommodate catchment area pupils, at an estimated capital cost of 247,207; and (b) that the Corporate Director (Education and Skills) submit a further report to a future meeting of the Executive on the outcome of the tendering process and actual cost of delivering the project. Page 8

9 9. Beith: Meadowside Pitch - Beith Community Development Trust Submitted report by the Corporate Director (Education and Skills) on a proposed joint project with the Beith Community Development Trust to develop the facilities at Meadowside Pitch, Beith. The Council owns the land and all weather pitch at Meadowside Park, Beith. An area of land, the existing all weather pitch and associated pavilion are currently leased to North Ayrshire Leisure Limited (NALL), as shown on the map at Appendix 1 to the report. The pavilion serves both the all weather pitch and Orr Trust Park, as shown on the map at Appendix 2. The relationship between Meadowside Park and Orr Trust Park was illustrated on the map at Appendix 3 to the report. The Meadowside all-weather pitch is currently unusable in any significant way due to the condition of the playing surface and subsidence at one end of the pitch. The Council has agreed to fund works to address the subsidence, re-surface the pitch and renew fencing, as well as considering the suitability of the current floodlights. Beith Community Development Trust has approached the Council with a proposal to develop both pitches, the pavilion and surrounding area. The Trust has proposed that a more extensive facility be built at the site, adding three 5-aside training pitches as a first. The Trust, which has indicated a desire to work in partnership with the Council, would contribute both financially and in kind to the creation of these new areas and would wish to take over the management of all the facilities from NALL. A scheme has now been developed that would enable the first phase of the creation of three 5-a-side pitches to be prepared. The Trust will carry out the work at their expense and to the Council's satisfaction, given the right of access to the site and the lease of the whole area once the work is complete. The area to be included in the lease is shown at Appendix 4 to the report. The proposal would entail the Development Trust being permitted to gain access and carry out ground works prior to the Council replacing the Meadowside pitch early in the New Year. This can be achieved by the Council, with NALL's agreement, granting a licence to access and work on the specified area of land shown at Appendix 3. Following completion of the work the area comprising Meadowside Pitch, the associated pavilion and the Orr Trust Pitch and running track would be leased to the club. Further discussions will take place in the future regarding the transfer of Bellsdale Park. Page 9

10 Members asked questions, and received clarification, on the proposal to lease the Orr Trust Pitch and running track in the first instance, rather than the Orr Trust Park as a whole. The Executive agreed to (a) a joint project between Education and Skills and Beith Community Development Trust; (b) the granting of a temporary licence for access to develop a new training area; and (c) the lease of the grounds, all-weather pitch and pavilion at Meadowside along with the grass pitch and running track at Orr Trust Park to the Beith Community Development Trust. 10. The Scottish Children's Reporter Administration Annual Report 2010/11 Submitted report by the Corporate Director (Social Services and Health) on the over representation of North Ayrshire's children in the children' hearings system. The children's hearings system is the care and justice system for Scotland's children and young people. A fundamental principle of the system is that children who commit offences and children who need care and protection, are dealt with in the same system, as these are often the same children. The Scottish Children's Reporter Administration (SCRA), which has a responsibility for ensuring the effective operation of the children's hearings system, published its annual report for 2010/11 on 27 October The report showed that, nationally, the number of children and young people referred to the Reporter was down by 7.8%, although by only 2.2% in North Ayrshire. The vast majority of children and young people are referred to the Reporter because of concerns about their welfare. In North Ayrshire in 2010/11, 80% of referrals (Scottish average 73%) were about the welfare of children and 20% (Scottish average 27%) were related to offence grounds. Nationally, in 2010/11 there was a reduction of 5.7% in welfare grounds from the previous year, whereas in North Ayrshire we saw an increase of 1.7%. In 2010/11 offence referrals in North Ayrshire were down by 20% from 2009/10 compared to the national average of 18.8%. Table 1 in the Appendix to the report shows that in 2010/11 North Ayrshire had the highest number of referrals to the Reporter in Scotland per 1,000 of the population under 16 years. North Ayrshire already operates an effective multi-agency system to screen and respond to domestic violence referrals, and this has led to a reduction in the number of reports requested by the Reporter. In April 2011, the Scottish Government approved a joint bid between North Ayrshire Council, South Ayrshire Council and Strathclyde Police for funding for 2011/12 to introduce a "Whole System Approach". This approach involves police, local authorities, health, the procurator fiscal service, sheriffs, SCRA and voluntary sector providers in order to improve our pre-referral screening. That this will improve early and effective intervention and further reduce referrals to the Reporter. Page 10

11 Table 2 showed that North Ayrshire had the third highest number of children's hearings in Scotland per 1,000 children under 16 years in 2010/11. Nationally, the number of supervision requirements decreased in 2010/11 by 2.6%. However, North Ayrshire saw an increase in its number of supervision requirements of 4.3% compared to 2009/10. Table 3 showed that North Ayrshire had the fourth highest number of supervision requirements in Scotland per 1,000 of population aged under 16 years. The 5 authorities with the largest proportion of their datazones in the 15% most deprived were also those shown to have the highest numbers of supervision requirements. Members expressed the view that the "Whole System Approach" appeared to be effective and suggested that, as part of the budget process, consideration be given to its extension. The Executive agreed to acknowledge the challenges facing Social Services and Health and partner agencies as they address the issues highlighted in the report /11 Statutory Performance Indicators - Scottish Rankings Submitted report by the Chief Executive on the performance of the Council in relation to other Councils. As the final stage of the Statutory Performance Indicator process for 2010/11, Audit Scotland have published the SPIs for all 32 Councils on their website. The table at Section 2.2 of the report summarised the Council's position in relation to the other 31 Councils and the Council's performance for 2010/11 compared to the Scottish average. The Council's position in relation to other Councils for all SPIs was set out at Appendix 1 to the report. North Ayrshire Council is the highest performing Council for 2010/11 in relation to the indicator Days lost per employee for other Local Government employees. The Council has also moved from a position in the lower quartile in 2008/09 and 2009/10 to a position in the highest quartile in 2010/11 for the indicators Days lost per employee for other Local Government employees and Days lost per employee for teachers. The Council is the highest performing Council in relation to a number of planning application indicators and has maintained its position of top performing Council for indicators relating to Council house repairs and management of voids. The Council has moved out of the upper quartile into the inter quartile for 4 indicators linked to the percentage of high earning female employees, the energy efficiency of Council dwellings and the proportion of tenants in rent arrears. The Appendix to the report also showed slippage to the lower quartile for indicators relating to visits to museums and the condition of roads. Page 11

12 Members asked questions, and received clarification, on the following:- the proportion of high-earning female across the Council; the Council's overall performance, notwithstanding disappointing results for indicators in relation to road condition; and the definition of 'serious disrepair' in relation to Council housing. The Executive agreed (a) to note the Council's position in relation to other Councils; (b) to recognise the progress being made in terms of the Council's overall performance; (c) that the Corporate Director (Finance and Infrastructure) submit a report to a future meeting of the Executive presenting further information on the condition of roads on the mainland and on Arran; and (d) refer the report to the Scrutiny Committee for its consideration. 12. North Ayrshire Older People's Housing Strategy - Progress Update Submitted report by the Corporate Director (Social Services and Health) on the North Ayrshire Older People's Housing Strategy (NAOPHS) survey outcomes and progress in relation to the wider NAOPHS research objectives. At its meeting on 15 March 2011, the Executive agreed to the development of a North Ayrshire Older People s Housing Strategy (NAOPHS). One of the key objectives approved was to conduct various methods of consultation with older people (aged 50+) to identify their wants and needs (WANs) in relation to their current and future housing options. Housing Services commissioned Research Resource to undertake a large scale consultation exercise, specifically looking at the issues surrounding older people s housing wants and needs. Information on the number of interviews undertaken by Sub Market Housing Area (SMHA) was set out in the table at Section 2.2 of the report. The outcomes and major issues arising from the survey will be reflected, and taken account of, within the final NAOPHS and associated action plan. The report envisaged that the final draft of the NAOPHS would be ready for Executive approval in January Page 12

13 The key findings of the survey were set out in Sections of the report. Among them, was data indicating that the vast majority of respondents (77%) would prefer to receive care in their own home or remain in their own home, while 10% said they would like to move into sheltered housing. 39% of respondents said they had a long term illness, health problem or disability which limited their daily activities or the work they can do. Irvine (49%) and the Three Towns area (47%) had the largest percentage of respondents with a long term illness, with Arran (22%) and the North Coast (23%) showing the smallest number. Hospital admissions increased the higher the age of respondent and the two areas with the highest rate of admittance were Irvine and the Three Towns, with the main tenure profile for admittance being the social rented sector. 8% of respondents currently provided care to somebody else. 56% of respondents said they felt there was not enough information for older people about the services available to them in North Ayrshire and 62% of respondents said there was not enough information for older people about their housing options in North Ayrshire. When asked where they would prefer to go if they wanted further information on their housing options, the majority (70%) said to the Council, 14% to Age Scotland, 13% would look on the internet and 13% would speak to friends, family or a carer for more information. Sections provided information on progress in terms of other objectives identified, including:- finalising the Communication Strategy (now been renamed the Engagement Plan) and identifying actions; compiling available data from the Scottish Neighbourhood Statistics Portal, Housing Services, Infrastructure and Design Services and the Council s Economic Development Service; testing the ability of Geographic Information System (GIS) mapping software as a potential information hub; and analysing existing stock capabilities. Noted. 13. Property Asset Management - Corporate Landlord Submitted report by the Corporate Director (Finance and Infrastructure) on the development of a Corporate Landlord to manage the Council s property assets. Since 1996, the overall Council property portfolio has been managed by Services, with Services having responsibility for assets which do not directly support their core service. The Council spends significant resources on its properties on a recurring basis and, in 2010/11, property running costs were around 23m, with 15m spent on maintenance costs. Page 13

14 The Council s Corporate Asset Management Strategy requires a corporate approach for the management of the Council s properties. Development of the Corporate Landlord team will ensure such an approach, with the team having responsibility for all operational and non-operational properties throughout the life of each property, for acquisitions, management, maintenance and disposal/transfer. The corporate landlord, aligned to the development of the asset management plans, will provide more informed decision-making on capital investment on the overall estate, including the mixed use of premises, maximising the use of assets, creating opportunities for rationalisation of the core estate, speeding up disposals and maximising capital receipts. The scope of the Corporate Landlord s responsibilities was summarised at Section 3.2 of the report. The Corporate Landlord will be established through consolidation of relevant resources from across Services to develop a professional, experienced and dedicated property team allowing services to concentrate on their core business. An Outline Business Case was considered by the Council Change Management Group (CCMG) on 6 October 2011 and a cross-service project team has been established to develop a detailed business case to take forward the Corporate Landlord approach. The detailed Business Case will be presented to the CCMG in February 2012 with the new model being implemented during 2012/13. Members asked questions, and received clarification, on the following:- assets which are excluded from the Corporate Landlord approach, including hostels, Council houses and housing scheme parking; and arrangements for managing associated budgets and prioritising expenditure on assets. The Executive agreed (a) that the Corporate Director (Finance and Infrastructure) submit a further report to a future meeting of the Executive providing further detail of the new Corporate Landlord model being implemented; and (b) otherwise, to note the content of the report. 14. Treasury Management Mid-Year Report 2011/12 Submitted report by the Corporate Director (Finance and Infrastructure) on a Treasury Management update for the first half of the financial year 2011/12. The Chartered Institute of Public Finance and Accountancy s (CIPFA) Code of Practice on Treasury Management (revised November 2009) was adopted by North Ayrshire Council on 10 August The revised Code requires that Elected Members are provided with regular monitoring reports on treasury management activities and the Council has agreed to receive such reports on a twice yearly basis. Page 14

15 The report summarised the current position in terms of the global economy, including concerns over a global financial crisis and, in particular, a deep recession within the Euro zone. Information was also provided in relation to the UK economy, its growth prospects, information and the issue of quantitative easing. The outlook for the next six months of 2011/12 and in the longer term was set out at Section 2.3 of the report. The table at section of the report showed how Sector, the Council's treasury advisers, project interest rates over the coming months and years. The Council's annual Treasury Management Strategy Statement (TMSS) for 2011/12, which includes the Annual Investment Strategy, was approved by North Ayrshire Council on 13 April The report advised that there are no proposed policy changes to the TMSS. In relation to the Council s investment activity, the report acknowledged the currently difficult investment market in terms of interest rates and provided information on deposits held by North Ayrshire Council as at 30 September The Council s estimated borrowing requirement for 2011/12 is m. Details of the Public Works Loan Board (PWLB) rates for the first half of 2011/12 were shown at Section of the report. A list of the Council's current prudential indicators and limits were set out in the table at Section of the report and an update on the position with regard to the Council s Icelandic deposits was provided at Section 2.9. Noted. 15. Strategic Risk Register Submitted report by the Corporate Director (Finance and Infrastructure) on Strategic Risks and associated actions for the period 2011/13. Risk Management is integrated within the Council's Service Planning and Performance Management process and provides a framework within which the Council and individual Services can identify and prioritise the significant risks impacting upon the authority. The Strategic Risk Register forms part of the Council's overall governance arrangements and contributes to the successful achievement of the Council's key priorities. The Corporate Management Team is responsible for the annual and mid-year review of the Strategic Risk Register. To ensure the risk management process integrates better with the Service Planning, Performance and Budgeting process, the current register will be revised by March 2012 with a mid year review in September Page 15

16 The 2011 Risk workshops were undertaken in July and August 2011 and identified 12 Strategic Risks. Details of the risks are attached in Appendix 1. The top risks for the Council have been identified as partnership working, uncertain economic climate, political decision-making, the continued viability of care providers and financial/funding uncertainty. A copy of the risk matrix used to ensure a level of consistency across the Council, was set out for information at Appendix 2 to the report. Members asked questions, and received clarification, on the how the content of the Strategic Risk Register is determined. Noted. 16. SOLACE (Scotland) - Appointment of Vice Chair / Chair Submitted report on the Chief Executive's appointment as Vice Chair and Chair designate of SOLACE (Scotland). SOLACE (Scotland), the Scottish Branch of the Society of Local Authority Chief Executives and Senior Managers, was established in 1973 and currently has around 100 members drawn from a wide variety of backgrounds and public sector related organisations. The Society exists to promote excellence in public service. It provides a forum for its members to network and share information and ideas; organises a range of high profile events; supports professional development of senior managers and those aspiring to senior management; and seeks to influence public policy and respond to issues that are of importance to local government. The Branch has close links with the Scottish Parliament and the Convention of Scottish Local Authorities (COSLA). It also works closely with a number of business partners to develop new ideas for joint working between the public and private sectors. The Council's Chief Executive, Elma Murray, is a member of SOLACE (Scotland) and currently acts as the portfolio holder for Business Transformation and Efficiency. At the SOLACE (Scotland) Annual General Meeting held on 18 November 2011, the Chief Executive was nominated and unanimously elected as Vice Chair for a period of one year. In terms of the Society's governance arrangements, the Vice Chair will automatically assume the role of Chair in November 2012 for a period of one year. The appointment will represent a significant time commitment for the Chief Executive. The role of Vice-Chair and, later, Chair, will, however, allow the Chief Executive to promote North Ayrshire and the Council with key influencers across Scotland and beyond. It will also allow the Chief Executive to be at the forefront of local government transformation, particularly at a time when Service delivery across North Ayrshire is expected to change considerably in response to both the financial challenges and predicted changes in demographic of the local population. Page 16

17 Members asked questions, and received clarification, on the time commitment associated with the appointment. Noted. 17. Procurement of Democratic Management System Submitted report by the Chief Executive on a procurement exercise for a Democratic Management System. The Chief Executive's Service undertakes a wide range of activities in support of the Council's democratic core. Many of the processes and activities undertaken in relation to underpinning the Council s decision making systems and supporting Elected Members can be administratively time consuming and involve duplication of effort. In addition, much of the information published to the Council s website in relation to the democratic core is held in different places and maintained by different Services. This information is often difficult to find and is not presented in a particularly user friendly format. It is proposed that the Executive authorises the Chief Executive to procure a Democratic Management System which will:- streamline and integrate the processes underpinning the Council s political decision making system; better integrate the functions undertaken (and the information held) by Committee Services, Members Services, and the Solicitor to the Council, in relation to Elected Members; and provide an improved, integrated and more user friendly interface with the website. The Executive agreed to authorise the Chief Executive to procure a Democratic Management System, as set out in the report. The meeting ended at a.m. Page 17