Agenda item

To consider a report of the Chief Executive and the Executive Director Core Services (Item 4 attached) in respect of the LGA Corporate Peer Challenge Report (Item 4 - Appendix 1 attached).

The following witnesses were welcomed to the meeting:

·         Sarah Norman, Chief Executive of Barnsley Council

·         Julia Burrows, Director of Public Health

·         Rachel Dickinson, Executive Director - People

·         Andrew Frosdick, Executive Director - Core Services

·         Matt Gladstone, Executive Director - Place

·         Wendy Lowder, Executive Director - Communities

·         Neil Copley, Service Director - Finance

·         Michael Potter, Service Director - Business Improvement, HR ? Communications

·         Cllr Stephen Houghton, Leader of Barnsley Council

·         Cllr Robin Franklin, Cabinet Support Member - Core Services

Members of the Overview and Scrutiny Committee were provided with a report outlining the key findings arising from the Corporate Peer Challenge (CPC) together with an update on the progress of the Action Plan developed in response to the recommendations of the final report received in April 2019.

In the ensuing discussion, and in response to detailed questioning and challenge, the following issues were highlighted:

The Peer Review had highlighted concerns that the retirement of the previous Chief Executive had heightened anxiety for some staff who were concerned that the direction and ethos of the Council would change and that the upcoming retirement of two more longstanding Executive Officers would cause further concern.  Members were reassured that Mel John-Ross had been appointed to the post of Executive Director (Children’s Services) from May 2020.  Although this is still a significant change, Mel John-Ross is already well known to staff and this will provide continuity.  The Executive Director (Core) will be an external appointment but the postholder will undergo a ‘back to the floor’ induction similar to that followed by the new Chief Executive.  Recruitment to both Executive Officer posts involved front line staff to ensure that the successful candidates are well received.

There is some disparity of services across Area Councils, which is to be expected as an inevitable consequence of local democracy and the uniqueness and differing priorities of individual areas.  On some issues it makes sense for Area Councils to work together – for example on advice services where a more ‘joined-up’ approach might be beneficial.  What is essential is that Area Councils continue to explore innovative solutions to tricky problems and share good practice with each other, as a great idea which has been successful is generally replicated.  Members were reminded that core services are Borough wide and haven’t been separated out as this has caused problems in other areas. 

Members expressed concern that the reduction in workforce may have an adverse impact on staff health and wellbeing and in particular their mental health.  The Council has an in-house Occupational Health Unit and counselling service but recognises the need to continue to do more to promote the wellbeing of staff, which is included in the Investors in People process.  A staff workplace health assessment was sent out to all staff which provided rich data and which will be used to develop targeted support for staff around mental health and emotional wellbeing.  The Trade Unions are also involved with this.

A Customer Services Charter is being developed to ensure consistency of approach and clarity in terms of access to services, building on the Digital First agenda.  It was acknowledged however that there may be some customers who are unable to access services via electronic/digital means.

In terms of risk management, the Council faces a number of risks, such as  financial uncertainty around future government funding arrangements; the  impact of BREXIT; the Council’s reputation and decision making; management of significant events that impact on the community; demographic changes associated with an ageing population;  climate change and data protection/ information security.  Members were reassured that the Council closely monitors these and other risks which filter down the organisation and has robust processes and systems in place to respond to them.  The Risk Management Framework is lean and coherent and is shared with the Audit Committee as part of the Annual Governance Statement. 

Financial uncertainty can never be removed, but robust, sensible and affordable plans are in place to address any eventuality.  This is the case with all Local Authorities across the country.   The Government’s focus on using business rates to fund services is a particular concern for Barnsley.  It would be a struggle to fund services from Council Tax and Business Rates alone; therefore lobbying is taking place to counteract this. 

It was reiterated that the peer review was a very positive report, identifying  Barnsley as a ‘high performing’ Council.  Considerable progress has already been made on the action plan, which is deliverable, affordable and the benefits of which outweigh the costs.  There are many aspects within the peer review report to be proud of but first and foremost it is about delivering against the ambition to make life better for people of Barnsley and improving their quality of life, which includes social care and educational achievement to name but a few. 

There is now a need to work with partners to take stock of Barnsley’s priorities for the next decade and develop a strong place-based vision to inform what work the Council needs to do next to deliver the Barnsley 2030 vision.  The 2030 consultation will identify needs and aspirations of local people and the Council and partners will be organised to deliver against that vision.  Members can help with the 2030 vision, attending ‘talkabouts’ and using the toolkit in their own areas to have an honest dialogue with the public.

There is a need to develop a more inclusive economy through joined-up working across Directorates and partner agencies to understand what poverty looks and feels like.  Initiatives such as volunteering and supporting those with a learning disability need to be further developed alongside better transport options (particularly rail); access to housing (including affordable housing) and improving educational opportunities whilst taking into account the impact of adverse childhood experiences (ACEs).  The Local Plan opens up a huge amount of land for growth, particularly at Junction 36/37.  The Employer Pledge has already been signed by more than 150 businesses and will put more back into the local economy.  Barnsley College has been heavily involved in providing career inspiration for young people, connecting with digital companies to redesign course content.   Adult Education is a good way to tackle poverty in the Borough as it provides life skills, increases employability and can make a real difference in communities.  In some areas the Community Shop provides adult and community learning.  There is a need to persuade Sheffield City Region (SCR) and Central Government to increase funding for this.   

Witnesses were congratulated on attaining such a positive result from the LGA Corporate Peer Challenge and for their attendance and contribution.

RESOLVED that the report be noted.