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Agenda Item No. 7

The Vale of Glamorgan Council

 

Democratic Services Committee: 18th April 2018

 

Report of the Head of Democratic Services

 

Annual Report of Head of Democratic Services

 

Purpose of the Report

  1. To outline for Members the resources available to support the Democratic Services function (as provided for under the Local Government (Wales) Measure 2011) and a summary of how the resource is utilised.

Recommendation

That the report be noted.

Reason for the Recommendation

To keep Members informed.

Background

  1. Members will be aware of the requirement under the Local Government (Wales) Measure 2011 ("the Measure") for the Council to appoint a Democratic Services Committee.  The Measure also requires the Council to designate one of its officers to the statutory post of "Head of Democratic Services" and provide that officer with sufficient resources to discharge these statutory functions. 
  2. The purpose of this report is to provide the Committee with an outline of the staff resources existing within Democratic Services and a summary of the wide range of duties undertaken, ongoing developments and plans for the future. 

Relevant Issues and Options

  1. The Democratic Services division as a whole comprises three distinct sections:
  • Scrutiny and Committee Services
  • Freedom of Information / Records Management / Land Charges
  • Registration Service.
  1. As previously, this report, by its very nature and its linkage with the requirements of the Measure, covers the work undertaken by the Scrutiny and Committee Services section. 
  2. The functions of the Head of Democratic Services are set out in the Measure and relate particularly (but not exclusively) to the provision of advice and support to non-executive Members.  The Committee, at its first meeting in July 2012, agreed the designation of myself as the Council's Head of Democratic Services.  The Welsh Government Guidance associated with the Measure specifically provides for the Head of Democratic Services to perform other roles apart from the new statutory functions.  This recognises the fact that the creation of a new post would have been an unacceptable burden on the budget of most, if not all, Councils at a time of economic pressures.
  3. This is the last time I will be submitting an Annual Report as I am retiring from work on 1st June, 2018.  The recruitment process for my post (i.e. Operational Manager (Democratic Services)) is underway and it is envisaged that interviews will take place towards the end of April.  The job description continues to include being the Council's designated Head of Democratic Services.

Staff Structure

  1. For the reasons set out below, and taking into account the extremely difficult (and ongoing) economic pressures facing the Council generally and the need for the Division to continue to identify / deliver / contribute to further savings, the current structure is considered to be appropriate.
  2. In addition to myself, as Head of Democratic Services, the section comprises a Principal Democratic and Scrutiny Services Officer, two Democratic and Scrutiny Services Officers, one Scrutiny Support Officer, one Assistant Democratic Services Officer, two WP / Administrative Support officers and two Administrative Assistants.
  3. The above team deals with a wide range of activities, which include, but are not limited to:  Maintaining and developing the Council's decision-making processes to include the preparation of agendas, reports and minutes, facilitating accountability and transparency; Managing and providing Scrutiny and Committee Services support to the Council and its various committees; a range of support to Elected Members, including advice on the Council's Constitution and Members' Code of Conduct, Member Development and Members' Services, Maintaining the Register of Members' Interests; Overseeing appeals relating to school admissions and school permanent exclusions; Developing  and updating the content of MemberNet; Managing the Council's committee room bookings; Corporate responsibility for  all Council inbound and outward bound mail (Royal Mail and Whistl (formerly TNT) contract) and the provision of administrative support for processing activities relating to TransAct, Council Tax, Housing Benefits and C1V.
  4. The following is a summary of work undertaken in the last twelve months and ongoing work / initiatives in which the section is actively engaged.  The Democratic Services Committee will continue to be kept fully informed on progress of these, and other, initiatives. 

Wales Audit Office: Scrutiny Improvement Study

  1. Previous reports to the Committee have covered progress on delivering the Action Plan drawn up by officers in response to the above Study.  The Committee in February 2016 agreed that, whilst some components of the Action Plan, by their very nature, are ongoing, the Action Plan itself had been completed.    Subsequently, rather than duplicate reporting, it was agreed that the Annual Report would cover any matters emanating from the (completed) Action Plan.  Any such matters are covered elsewhere in this report.
  2. An Annual Report on the work undertaken by all Scrutiny Committees is reported to all Scrutiny Committees and Full Council each year.

Wales Audit Office Review : "Overview and Scrutiny - Fit For The Future"

  1. More recently, the WAO have been undertaking a review designed to explore with Councils how 'fit for the future' their scrutiny functions are.  This includes considering how they are responding to current challenges, including the Well-being of Future Generations Act (WFG Act), in relation to their scrutiny activity, as well as how Councils are beginning to undertake scrutiny of Public Service Boards.  The review examines how well-placed Councils are to respond to future challenges, including continued pressure on public finances and the possible move towards more regional working between Local Authorities.
  2. The WAO is also assessing the progress Councils have made in addressing the recommendations of its earlier National Improvement Study "Good Scrutiny? Good Question".  It will also follow up on any proposals for improvement relevant to scrutiny issued in any subsequent local reports including those issued to Councils as part of its 2016-17 thematic reviews of Savings Planning and Governance Arrangements for Determining Significant Service Changes.
  3. In late 2017 / early 2018, the WAO undertook document reviews, interviewed a number of key officers and ran focus groups with key Councillors to understand their views on the Council's current scrutiny arrangements and, in particular. how the Council intends to respond to the challenges identified above.
  4. A number of Scrutiny Committee meetings were observed.  Once the WAO findings are reported, the intention is that they will consider how they can best work with other scrutiny stakeholders to share learning, for example through regional seminars.

New Performance Management Framework

  1. Following the introduction of a new outcome-based model of corporate performance and the changes to the scope and remits of the Council's Scrutiny Committees that were introduced in 2016, work continued through the Working Group of Members and senior officers to further embed this work.  New style performance reports have been introduced and the Council's annual self-assessment presented on an outcome basis for the first time. This new approach assists in showing progress towards achieving the Council's four Well-being Outcomes and corporate actions contained in the Corporate Plan. The opportunity has also been taken to refresh the Council's approach to Risk Management to develop a deeper level of sophistication in the way risks are evaluated, reported and managed in accordance with the Well-being of Future Generations Act.

Council Constitution

  1. The Council Constitution remains under review and reports to Council are submitted when changes are deemed necessary.

Webcasting

  1. Live webcasting of the Planning Committee and Full Council takes place.

Public Speaking at Planning Committee and Scrutiny Committee

  1. The arrangements for public speaking at meetings of the Council's Planning Committee have been in place since February 2015 and are working well, with public involvement at the vast majority of meetings.  The process provides an opportunity for increased public engagement in the planning application process.
  2. As far as Scrutiny Committees are concerned, the arrangements for public speaking were introduced at the beginning of 2016.  Again, the process is designed to enhance / increase opportunities for public participation in the Council's democratic processes.  Officers from Democratic Services and the Communications Unit will continue to look at ways of increasing the level of public engagement in the Scrutiny process.
  3. People who register to speak are surveyed in order to enable the Council to ascertain public perception of / satisfaction levels with the public speaking arrangements and consider whether any refinements should be made.   Officers will keep this aspect under review.

Member Development

  1. A significant amount of work has been undertaken by the Democratic Services Team (supported by colleagues) in this area and a separate update report is included elsewhere on the agenda.

Member ICT Provision / Digital Strategy

  1.              As Members will be aware, the agenda for each meeting of the Committee includes a standing item on Member ICT matters.

Reshaping Services Agenda

  1. An officer from the Section continues to be involved in project managing the Town and Community Council and Voluntary Sector project of the Reshaping Services Programme and acts as the Community Asset Transfer (CAT) Working Group co-ordinator.  During the year, a revised Compact with the Voluntary Sector has been adopted and an annual work programme drafted to help focus and monitor activity in this area.  Update reports on this project are reported to the Community Liaison Committee at each meeting and reports provided to the Voluntary Sector.  The Community Liaison Committee has recently agreed the representation for the Reshaping Services Programme, the project team and also for the evaluation panel which supports funding decision-making for the new Strong Communities Grant Fund that was launched during the year. Ongoing discussions continue with individual Councils as required and six Community Asset Transfer applications are currently at various stages of the process.
  2. Ongoing discussions continue with individual Councils as required and six Community Asset Transfer applications are currently at various stages of the process.

Shared Regulatory Service, Central South Consortium and Cardiff Capital Region : Scrutiny Arrangements

  1. As far as the Shared Regulatory Services is concerned, discussions have taken place with officers of the other two Constituent Local Authorities.  However, as previously reported, progress on considering, developing and / or agreeing joint scrutiny options had been limited.  As such, and following a review of the existing governance / scrutiny arrangements across the constituent Local Authorities, it has been determined that there would not be any benefit in terms of governance of there being a Joint Scrutiny Committee.  Indeed, it is likely (given arrangements currently in place) that this would, in effect, result in duplication and additional work. for officers.
  2. As far as the Central South Consortium is concerned, the Learning and Culture Scrutiny Committee continues to hold the Consortium to account, with invitations being extended throughout the year for officer attendance at Committees.  The Managing Director of the Central South Consortium also attends each Scrutiny Committee in the South East Wales Consortium on an annual basis, in January / February each year.  
  3. The Central South Consortium has also established a pattern of regular group meetings with Chairs of Scrutiny Committees and the Democratic Services Officers in each of the Local Authorities in order to consider proposals to deepen the Consortium's relationship with the scrutiny function on a regional level to consider regional performance and share best practice and information. 
  4. In terms of the Cardiff Capital Region, a report was submitted to the Joint Committee on 20th November 2017 titled "Governance Arrangements for Cardiff Capital Region Joint Scrutiny Committee".  This paper put forward a proposal along with a drafted Terms of Reference for the establishment of a Joint Scrutiny Committee between the 10 Local Authorities involved with the City Deal.
  5. Following this meeting, Bridgend Council was asked to put a proposal together to determine the costs and needs of supporting such a Committee, which was then presented to the Joint Committee.  This was subsequently agreed and funding has been allocated from the City Deal budget for the first year. 
  6. With this in mind , officers from the 10 constituent Local Authorities are meeting shortly to commence initial discussions on how a Joint Scrutiny Committee can be progressed. 

The Year Ahead

  1. The Council's Member Development Programme will be an ongoing process.  The outcome of the Member Personal Development Interview process will inform the content of the Programme. 
  2. A Member Satisfaction Survey in respect of the Council's Scrutiny arrangements will be undertaken.  Members will also be surveyed in respect of their use of (and satisfaction levels regarding) the ICT equipment provided to all Members following the 2017 election.
  3. As alluded to above, there will also be a new designated Head of Democratic Services in post.

Resource Implications (Financial and Employment)

  1. As set out above.

Sustainability and Climate Change Implications

  1. There are no direct implications arising from this report.

Legal Implications (to Include Human Rights Implications)

  1. The Council is required to comply with the relevant provisions of the Local Government (Wales) Measure 2011 with regard to the provision of Democratic Services and support for such.

Crime and Disorder Implications

  1. There are no direct implications arising from this report.

Equal Opportunities Implications (to include Welsh Language issues)

  1. Arrangements for webcasting and public speaking are linked to the Council's commitment to increasing the level of public participation in, and accessibility to, the Council's decision-making processes. 

Corporate/Service Objectives

  1. The Measure makes arrangements for changes to the political structure of local government in Wales and the way in which local government operates.

Policy Framework and Budget

  1. The terms of reference of the Democratic Services Committee include "to have regard to Welsh Ministerial guidance when exercising its functions".

Consultation (including Ward Member Consultation)

  1. No consultation has been necessary.

Relevant Scrutiny Committee

  1. Corporate Performance and Resources

Background Papers

Local Government (Wales) Measure 2011

Contact Officer

Jeff Wyatt, Head of Democratic Services, tel: 01446 709408

Officers Consulted

None

Responsible Officer:

Jeff Wyatt, Head of Democratic Services