Agenda and minutes

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No. Item


Apologies (Agenda item 1)

To receive apologies for absence. 


Apologies for absence were received from Messrs P Balaam, I Sherwood, D Williams, A Byrne and S Chapman-Allen and Mesdames M Chapman-Allen and K Millbank.


Local Joint Consultative Committee :6 December 2010 (Agenda item 4)

A verbal update from the Special Local Joint Consultative Committee meeting held at 9.00am before this meeting will be provided.


A Member provided the meeting with a verbal update from the Local Joint Consultative Committee.  The Vice-Chairman and the Unison representatives had been satisfied with the explanation in relation to the proposed pay structure for the new management team and were happy that they would be consulted on the pay scheme when it eventually cascaded down to all staff.


The Vice-Chairman of the Overview & Scrutiny Commission was surprised that no-one from Unison was present for this meeting as he felt there should have been someone in attendance so that views from both sides could be debated.  He said he would have liked to have seen a written opinion from the Union reps to ensure that all opinions were balanced.


The Chief Executive assured Members that Unison had been fully consulted throughout.


Shared Management Project (Agenda item 5) pdf icon PDF 73 KB

Report of the Joint Chief Executive Officer.


Additional documents:


The Chief Executive presented the report which advised Members of the detail and progress of the formal consultation process on the creation of a shared management team for Breckland Council and South Holland District Council.


A short presentation was also provided.


It was emphasised that this was about shared management and not shared services; the two councils would stay very much separate and governance arrangements would not be merged.  There would be one management team that served the two authorities.


The key drivers were around finance and it was expected that the proposed structure would deliver a minimum 35% saving in overall management costs for 2011-12.  The savings would also create space for Leaders and Executive Members to work within both authorities - training and development would take place for these particular Members.


This was the first step leading to shared management and it was stressed that not every department would be going through this process.


In the course of taking this vision forward, the two authorities were proposing to build a structure based on three core functions.  The first was commissioning services.  Local authorities provided a range of services either directly to their own citizens or internally to support their own business.  They ranged from street cleaning to HR services.  These could be delivered in a number of ways, direct service provision, partnerships, in-sourcing, outsourcing and so on.  These services represented massive opportunity for joint management leading to joint commissioning with the realisation of efficiencies.  Commissioning had a wide definition covering delivery options from outsourcing to in-house provision.


The second was organisational governance.  Local authorities were led by Elected Members with special accountabilities to their communities and to Government and had to have a high degree of transparency and accountability.  This required the management of Elections and serving and supporting the Elected Executive, scrutiny, audit, licensing and granting of planning permissions.  Governance and accountability would need to be specific to each of the two authorities but there was opportunity to share management and expertise.


The final function was local government of place, in other words place shaping.  A term which was not universally liked but which none the less conveyed the most important function of local government to shape the social, environmental and economic well being of its area.  This function needed to reflect the needs and nature of both Breckland and South Holland. 


A diagram was shown of a revised structure (attached as structure B of the report).  This structure had evolved from the consultation process and comments on this alternative proposal were sought to influence the development of the shared management proposals.  This structure reduced the number of Deputy Chief Executives from two down to one shared role, reduced the Community Development Manager role from one in each Council down to a single shared manager and added an additional Assistant Director resource to the commissioning function. 


A joint Project Team, consisting of officers from both councils, and led by an Independent Interim Manager, commenced the process  ...  view the full minutes text for item 41.