Three Rivers District Council Corporate Peer Challenge Feedback from the peer challenge team September

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

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 Scope and purpose of the peer challenge

The journey since submission to Boundary Commission Proposed reduction 48 to 39 councillors agreed for 2014 Governance workshop with peer team July 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

network more widely can do culture, committed staff keep faith in local democracy prioritise income get on with governance think and plan strategically