Three Rivers District Council Corporate Peer Challenge Feedback

Three Rivers District Council Corporate Peer Challenge Feedback from the peer challenge team September 2013 www. local. gov. uk

Peer challenge team • David Hagg, Chief Executive, Stroud District Council • Keith House, Leader, Eastleigh Borough Council • Dale Birch, Deputy Leader, Bracknell Forest Borough Council • Allison Westray-Chapman, Joint Assistant Director Resources, NE Derbyshire and Bolsover District Councils • Sue Avery, LGA

Scope and purpose of the peer challenge The focus you asked us to explore: • Proposed governance changes • Income generation In addition corporate peer challenges consider the critical issues that provide reassurance about your future performance and ability and capacity to deliver future ambitions: • Leadership and governance • Financial planning and viability • Organisational capacity www. local. gov. uk

The journey since submission to Boundary Commission • Proposed reduction 48 to 39 councillors agreed for 2014 • Governance workshop with peer team July 2013 • Developments over summer 2013 – CX prepared report for Cabinet Management Board 19 August– Cabinet to develop recommendations, anticipated following this challenge – Leader has commenced discussions with members • Corporate Peer Challenge September 2013 – meetings and focus groups with staff, members, and partners to discuss the return to a committee system and core corporate themes

Governance proposals - challenges • Lack of clarity around objectives - staff and members appear to be pulling in different directions • Lack of clarity on the process • Lack of clarity on political buy in for governance outcomes • How does a new model consider vulnerable sections of the community? • What are the resourcing implications of a new structure including members allowances?

Governance proposals opportunities • Political leadership needs to decide its key objectives and drive the process • Progress the process and timetable urgently • Consider extent of consultation • Decide structure, delegations, and training • Consider resourcing implications • Learn from others • Members to lead member training

Leadership • Well established relationship between Chief Executive and Leader • Long serving, experienced members with good knowledge of their wards and extensive community engagement • Consistent delivery of quality services • Zeal for customer service and accreditation achieved across all services • Clear aspiration for economic growth despite economic climate

Future leadership challenges • • • Limited challenge ‘More of the same’ Matching resources to priorities Achieving the 45% affordable housing target Relationship with business community Member succession planning

Leadership opportunities • Look outward to learn from best practice elsewhere and to share your achievements • Build on your priorities e. g. focus the organisation on economic development • Broaden and deepen member leadership on South Oxhey with businesses and the community to improve outcomes • Spend more time working together on strategic issues and organisational change • Develop a corporate communications strategy

Financial planning • Healthy financial position • Track record of efficiencies • Commitment to invest New Homes Bonus

Future financial challenges • • Sustainability of current council tax strategy Risk of complacency Ability of financial strategy to deliver self finance objective Ownership and project management of major projects

Financial opportunities • Celebrate VFM and low cost delivery - don’t over emphasise ‘spend the budget’ • Build ‘invest to save’, demand management, commercialism, income generation into business planning • Increase focus on investment leverage • Develop income generation strategy

Income possibilities An income generation strategy might include: • Manage existing asset base – including potential risk sharing on South Oxhey • Potential asset acquisition for profit • Develop an advertising and marketing strategy • Community Infrastructure Levy and neighbourhood planning • Public Health/CCG funding potential • Business planning within projects to generate future funding • Creative approach to generating in kind contributions • Selling services • Develop a charging strategy

Organisational capacity • Front-line staff are described as ‘outstanding’ with a reputation for customer service and a record of accreditation • Staff are committed to TRDC and the desire to perform well sickness absence is 5. 5 days, below the national average • A ‘can do’ culture • Positive operational working with partnerships

Future organisational challenges • Strengthen member engagement in the new priority of economic development • Member development is limited, with no individual development discussions, or opportunities for external learning, visits • ICT systems are described as ‘not fit for purpose’ • Strategic ownership of ICT in business solutions

Organisational opportunities • Re-assess the value/benefit of shared services/lead arrangements • Agree an ICT vision and develop a strategy • Develop a project management culture • Re-think your approach to delivery e. g. discretionary payments and grants – to release organisational capacity • Develop a culture which supports managed risk • Use performance management systems more effectively

re, an do cultu c taff ommitted s c get on with governance network more widely prioritise income keep faith in local democracy think and plan strategically