To consider the implementation plan, procurement strategy and budget required to implement the transformation strategy for BCP Council scheduled for consideration by Cabinet on 24 June. The O&S Board is asked to scrutinise the report and make recommendations to Cabinet as appropriate.
Cabinet member invited to attend for this item: Councillor Vikki Slade, Leader of the Council
The Cabinet report will be published on Friday 5 June and available to view at the following link:
https://democracy.bcpcouncil.gov.uk/ieListDocuments.aspx?CId=285&MId=4290&Ver=4
Minutes:
The Chairman invited the Leader of the Council to introduce the report, a copy of which had been circulated and which appears as Appendix B to the Cabinet minutes of 24 June 2020 in the Minute Book. A number of issues were raised by the Board in the subsequent discussion, including:
It was noted that there was a massive material change in the paper from the issues which were presented to the Board and to Cabinet in February which included significant changes in the costs put forward. It was noted that the benefits outlined in the paper were lower than expected. In response to a question on what the expectation of the Town Hall refurbishment costs were the Leader advised that this was not a paper about accommodation and that this would be coming back to Cabinet and the Board.
· The Leader noted that by working with a partner and not being too rigid at the beginning would allow things to move around more easily and use specialist partners as required.
· It was noted that Capital receipts were down from that previously reported and a Councillor asked about the process for maximising value for the Council Taxpayer with regards to Capital receipts. The Leader advised that there was only a limited window in which to dispose of the assets and they would be disposed of to provide the best value possible under market conditions and a pragmatic decision on this would be taken. The Chief Financial Officer drew the Board’s attention to Section 44 and outlined that there was a robust monitoring process behind this.
· A Councillor raised concern about the higher costs and linking this to the higher costs savings outlined in he reports. The market indicated that the lower figure initially arrived at with the original consultants was unambitious and that £45million should be expected as a minimum figure. This was not intended to set out a position to overachieve what was originally set out in November. The Strategic Director advised that the market had advised that being too specific in outlining the aims over the next 3-5 years would neither help the Council or the Partners. The overall aims of the project had been agreed in November and these were still the aims in place.
· A Councillor noted that the cost of moving to the Town Hall could not be estimated and questioned this position. The Leader advised that it had only been in the last 6-8 weeks that it had become obvious that agile working was possible, again this paper was not about the accommodation strategy and this would come back to the Board. Given the time frame that people were able to access the building the only options were to delay the paper or bring it forward with reference to the accommodation strategy whilst noting that this would be dealt with in a separate report.
· There was concern that the paper seemed to be indicating a spending cap to see what could be achieved rather than looking at what was required and the cost for this.
· A Councillor commented that they were disappointed to see a diversion of funds from Oakdale Adult Learning Centre. The Leader advised that the transformation of the learning centre was critically there was no intention to not move this forward. A paper would be coming forth to Cabinet on this issue which would outline a new way to configure the adult learning service and facilities
· A Councillor requested to see a detailed top-level work programme for the transformation programme to see what this was all about for those less familiar with it. The Councillor also requested a risk register for the programme to see where the .programme was going and to see the potential issues associated with the programme. This would be coming back regularly through Cabinet and through O&S Board. This work programme would have its own risk register once approved to begin.
· How robust and resilient was the current plan in relation to current event and potential future issues.
· In response to a comment the Leader commented that the whole purpose of Local Government reorganisation to do this.
RECOMMNEDED that:
1. More detail be sought in relation to option b as the preferred choice of contract structure/procurement, recognising the lack of detail in this report regarding the cost of this process and the parameters of success.
Voting: For: 8, Against 5, 1 abstention
2. Cabinet undertake an urgent review into the Council’s Capital Receipts Strategy to ensure that value to the taxpayer is maximised. In particular the Board asks Cabinet to consider opportunities to increase value through consideration of completing planning applications or Council development on relevant sites before disposing of assets piecemeal.
Voting: For: 9, Against 4, 1 abstention
The meeting adjourned at 4.46 pm and resumed at 16.50pm