Issue - meetings

A new Flood and Coastal Erosion Risk Management (FCERM) staffing structure is required after a Dorset Council change of direction with shared partnership line management.

Over the last couple of years a Dorset Wide Partnership to tackle the issues of Flood and Coastal Erosion Risk was set up in response to encouragement from the Environment Agency wanting to see more projects delivered, as well as recognition of the success of FCERM Partnerships in other authorities.

On that journey, BCP have employed key skills able to create that model, both from a managerial perspective as well as technical. Dorset Council, although wanting to have independent teams, still wish to work collaboratively and it is recognised that many of the skills required to deliver Dorset based projects are employed by BCP. Also, the increase in capability has resulted in requests for collaborative support for other authorities (Devon, Cornwall, New Forest and the Environment Agency).

Formation of an independent BCP Council Centre of Excellence is recommended, building on existing reputation and allowing delivery of collaborative working opportunities.

The business model changes to FCERM over the last couple of years have demonstrated the ability to deliver more projects, increase income, attract quality staff and reduce reliance on consultancy support. Not only does this direction achieve more on the ground, it will result in longer term savings.

The basics of the business model with a broader team (either via Partnership or Centre of Excellence):

·       Key skills can be targeted

·       More attractive in the market for quality staff

·       More able to bid for grant funding (under permissive powers, so many authorities don’t realise they could be bidding to do more)

·       More able to deliver the projects in-house

·       Grant funding provides income offsetting the staff costs

·       Communities get more projects delivered making them more resilient to climate change

·       Reputation increases ability to recruit and retain staff

·       Reputation also gives confidence to our funding partners who support our delivery (Environment Agency

These key facts have already been demonstrated very clearly. Employment has seen staff joining who are very well recognised in the industry sector. This in turn has led to project funding following them, or other authorities requesting support where once they sought it from consultancies.

Grant funding has increased considerably, e.g. Poole Bay Beach Management (£36m), Poole Bridge to hunger Hill (£12.5m), Christchurch Bay and Harbour Strategy (£450k – will lead to £m’s on project delivery). At a recent national funding meeting, the EA’s Area Flood Risk Manager described BCP as ‘best in class’ for the Wessex region also demonstrating the reputation that has built with our funding partners.

This proposal sets out a new FCERM service structure that delivers a much higher quality of service, able to address the increasing risk from climate change and at no additional cost to the Council. 

On the face of the tabulated budget figures in section 11, the salary expenditure has risen. However, the budget for the Surface Water Team sat separately (£290k) which has now been moved into the  ...  view the full agenda text for item 46

RESOLVED that: -

(a)     Approval be given for the proposed FCERM service structure; and

(b)     Support be given to the principle of a ‘Centre of Excellence’ approach and taking up requests to support neighbouring authorities and FCERM delivery bodies for the South West region.

Voting: Unanimous

Portfolio Holder: Environment, Cleansing and Waste

Reason

To allow formation of an independent FCERM service in BCP Council, no longer recognising a single line management structure across BCP and Dorset Councils, but facilitating a collaborative working arrangement.

To enable decisions to be made to take on additional external income related work for regional authorities and the Environment Agency.

The Portfolio Holder for Environment, Cleansing and Waste presented a report, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'F' to these Minutes in the Minute Book.

Cabinet was advised that a new Flood and Coastal Erosion Risk Management (FCERM) staffing structure is required after a Dorset Council change of direction with shared partnership line management.

In relation to this Cabinet was informed that over the last couple of years a Dorset Wide Partnership to tackle the issues of Flood and Coastal Erosion Risk was set up in response to encouragement from the Environment Agency wanting to see more projects delivered, as well as recognition of the success of FCERM Partnerships in other authorities, and that on that journey, BCP have employed key skills able to create that model, both from a managerial perspective as well as technical.

Further to this Cabinet was advised that Dorset Council, although wanting to have independent teams, still wish to work collaboratively and it is recognised that many of the skills required to deliver Dorset based projects are employed by BCP, and that also, the increase in capability has resulted in requests for collaborative support for other authorities (Devon, Cornwall, New Forest and the Environment Agency).

Cabinet was therefore advised that the formation of an independent BCP Council Centre of Excellence is recommended, building on existing reputation and allowing delivery of collaborative working opportunities, and that the business model changes to FCERM over the last couple of years have demonstrated the ability to deliver more projects, increase income, attract quality staff and reduce reliance on consultancy support. Not only does this direction achieve more on the ground, it will result in longer term savings.

Cabinet was informed that this proposal sets out a new FCERM service structure that delivers a much higher quality of service, able to address the increasing risk from climate change and at no additional cost to the Council, in relation to this Cabinet was advised that the proposal to change the model at no extra cost is conservative and the FCERM team are confident it will lead to bigger savings in the longer run, nationally, the budgets for Flood Defence Grant in Aid have doubled from £2.6bn to £5.2bn over the next 6 years, and that the new model will give the council the best chance of bidding for those funds and preparing ourselves and our communities for climate change.

In presenting the report the Portfolio Holder read out a letter of support from the Environment Agency a copy of which is appended to these minutes as Appendix ‘G’.

The Chairman of the Overview and Scrutiny Board addressed the Cabinet advising that at their recent meeting the Board were supportive of the paper.

RESOLVED that: -

(a)     Approval be given for the proposed FCERM service structure; and

(b)     Support be given to the principle of a ‘Centre of Excellence’ approach and taking up requests to support neighbouring authorities and FCERM  ...  view the full minutes text for item 46

To consider the following Transformation and Finance related reports scheduled for Cabinet consideration on 1 September 2021:

·       Flood and Coastal Erosion Risk Management Service Structure

The O&S Board is asked to scrutinise and comment on the report and if required make recommendations or observations as appropriate.

The Cabinet report for this item is included with the agenda for consideration by the Overview and Scrutiny Board.

The Head of Flood and Coastal Erosion Risk Management presented a report, a copy of which had been circulated to each Member and a copy of which appears as Appendix 'C' to these Minutes in the Minute Book.

Officers responded to comments and requests for clarification, details included:

• Despite the situation, the Council did have the capacity to continue delivering the service it already provided and discrepancies between job titles between BCP based officers and Dorset Council (DC) officer were superficial – in effect they performed the same roles.
• The team was highly specialised and was made up of technicians that were ‘on the ground’ undertaking the required work.
• BCP have had a framework in place to utilise various consultants where appropriate, however the reliance on this mechanism was expected to reduce once the council had its own staff in place.
• BCP Council was an attractive authority to work for and therefore were well placed when recruiting.
• The FCERM service was viable even when just tasked with BCP projects, but with the addition of more staff, would generate more income to work with communities.
• The separation of this service from DC would come at no cost to BCP and would allow more priority on delivering BCP objectives.
• The FCERM team were often requested to undertake work on behalf of neighbouring local authorities and also the Environment Agency, which put it in a strong position.
• The separation from DC was down to a change in style on their part as opposed to a lack of collaboration and BCP Council would still maintain a strong relationship with DC.
• There was no risk to decision-making in relation to works required in Poole Harbour.
• Due to Local Government Reorganisation, the service was more attractive when seeking funding.

The Chairman thanked Board Members and Officers for their contributions.