Agenda and minutes

To receive declarations of personal or prejudicial interests arising from business to be transacted at this meeting from:

(a)               all Members of the Cabinet; and

(b)               all other Members present.

RESOLVED:  To note that no interests were declared in relation to the business to be transacted at the meeting.

Of the Cabinet meeting held on 18 June 2009 to be taken as read and signed as a correct record.

RESOLVED:  That the minutes of the meeting held on 18 June 2009 be taken as read and signed as a correct record.

To receive any petitions submitted by members of the public or Councillors.

RESOLVED:  To note that no petitions had been received.

To receive any public questions received in accordance with paragraph 16 of the Executive Procedure Rules.

Questions will be asked in the order notice of them was received and there be a time limit of 15 minutes.

RESOLVED:  To note that the following public questions had been received:

1.

2.

To receive any Councillor questions received in accordance with paragraph 17 of the Executive Procedure Rules.

Questions will be asked in the order notice of them was received and there be a time limit of 15 minutes.

RESOLVED:  To note the following Councillor Questions had been received:

1.

RESOLVED:  To note the contents of the Forward Plan for the period 1 July – 31 October 2009.

Joint report of the Assistant Chief Executive and the Corporate Director of Finance, and reference from the Overview and Scrutiny Committee meeting held on 11 June 2009.

The Portfolio Holder for Performance, Communication and Corporate Services referred to the report, which set out the findings of the Scrutiny Challenge Panel on the Use of Resources self assessment, developed as part of the Council’s response to the Comprehensive Area Assessment.  The Scrutiny Challenge Panel had made recommendations to officers, which had been endorsed by Overview and Scrutiny on 11 June 2009, which were now referred onto Cabinet for consideration with the officer response.

The Portfolio Holder thanked scrutiny for the report and welcomed the suggestions made for incorporation that would help to ensure a robust self-assessment within the framework of the use of new resources criteria.

RESOLVED:  That (1) having considered the six recommendations from the Scrutiny Challenge Panel and officer responses, the implementation of the six recommendations be authorised;

(2)  the Scrutiny Challenge Panel be thanked for their report.

Reason for Decision:  To respond to the scrutiny report and recommendations.

For consideration.

The Leader of the Council drew attention to the comments column in relation to the Review on Extended Schools and clarified that in order to allow a considered response to the recommendations from scrutiny, the report would now be submitted to the September 2009 meeting of Cabinet.

RESOLVED:  To receive and note the current progress of the scrutiny reports.

Report of the Assistant Chief Executive.

The Portfolio Holder for Performance, Communication and Corporate Services introduced the report, which summarised Council and service performance against key measures and drew attention to areas requiring action.  He highlighted the achievements in some service areas, such as housing and adult services, street cleaning, schools, libraries, Access Harrow planning, finance and the reduction in sickness absence.  He stated that the Council’s improved performance had also been recognised nationally, having been short listed for best achieving Council by the Municipal Journal and by the Audit Commission as improving well.  He was proud of Harrow’s recent achievements and the work carried out by the Portfolio Holders.  However, the Council was not complacent and the administration recognised the challenges ahead, including the continued need to improve services for its customers.

Portfolio Holders echoed the sentiments expressed by the Portfolio Holder for Performance, Communication and Corporate Services, and outlined the key achievements and challenges in each of their portfolios.  Of particular note were:

·                     the vast improvements made in the support provided to people to live independently through social services;

·                     the increase in the number of young people entering further education training and, given the current adverse economic climate, the numbers that were entering the job market;

·                     the best adoption rates in the country through innovation and partnership arrangements;

·                     lower levels of substance misuse by young people in comparison with those in other London boroughs;

·                     an increase in the use of libraries as a result of the hard work and initiatives brought in by staff. Harrow’s libraries lent the most books in the country;

·                     an increase in those volunteering;

·                     the achievements in schools due to the teachers and staff;

·                     Use of Resources had moved from 2 to 3 star;

·                     Cultural Services had moved from 2 to 3 star;

·                     more than 2,000 homes had been bought up to Decent Homes standards;

·                     Cedars Hall was being revitalised.

The Portfolio Holder for Planning, Development and Enterprise outlined some of the challenges faced by planning due to the downturn in the economy and advised that some of the flagship actions were under pressure.  A disappointment was the decision by the Learning and Skills Council to withdraw the funding for a new Harrow College.  She was confident, however, that the Place Shaping Directorate would pull aspects together.

In summing up, the Portfolio Holder for Performance, Communication and Corporate Services stated that this report would be the last one in its current format.  Future reports would recognise the move towards Comprehensive Area Assessments (CAA), provide comparator data and show how the Council’s new flagship actions were being delivered.  He welcomed the move towards a user?friendly report, an approach being taken by the new Divisional Director of Partnership Development and Performance, and invited further comments in this regard.

The Leader of the Council commended the Directors and their staff in the support provided to the Portfolio Holders in ensuring outstanding performance.

RESOLVED:  That (1) Portfolio Holders continue to work with officers to achieve improvement against identified key  ...  view the full minutes text for item 655.

Report of the Assistant Chief Executive.

The Leader of the Council referred to the report, which set out the rationale, context, vision and process for establishing a Council?wide transformation programme.  This was the first of many reports to Cabinet, which would bring about the transformation journey.

The Leader stated that there were difficult times ahead for the Council and identified the pressures that Harrow might experience.  He explained that future grant settlements were expected to be poor and there might be a cash reduction in the grants received.  Poor grant settlements and the need to make significant savings, combined with increasing expectations from customers and residents, would put additional pressures on the Council.  As a result, all local authorities, including Harrow, needed to look at radical alternatives in service provision.  He added that a fundamental review of services was required to ascertain whether existing services could be provided differently, were necessary and provided value for money.  The pooling of resources with Partners would also be considered.

The Assistant Chief Executive introduced the report in the context of the Council’s new Sustainable Community Strategy, which was adopted in March 2009.  He explained that these were early days in the development of the Transformation Programme.  He highlighted the objectives of the Programme as laid out in the report, and it was noted that PriceWaterhouseCoopers and Capita would support the initiative externally.

In summing up, the Leader stated that the Transformation Programme would continue to evolve over a number of years and remain a central and integral part of the Council’s vision.  The intention was to work with consultants rather than the consultants doing the work to the Council.

RESOLVED:  That (1) a new Transformation Programme be launched entitled the ‘Better Deal for Residents Programme’ with the objectives of:

·                     delivering the Harrow Strategic Partnership vision for Harrow as set out in the Community Plan;

·                     managing the increasing expectations of residents;

·                     making a significant contribution to the 2010/11 budget and delivering a balanced budget in the medium term;

·                     enabling continuous improvement;

(2)  the Director of Business Transformation and Customer Service be authorised to procure professional services to support the programme from Capita and PriceWaterhouseCoopers in accordance with the terms of the Council’s existing contracts with them and, in the event that terms cannot be agreed, to authorise the Director of Business Transformation and Customer Service to procure such professional support as is necessary in accordance with the Council’s Contract Procedure Rules.

Reason for Decision:  To enable the Council to deliver its part of the new Sustainable Community Strategy while developing a sound financial platform going forward.

Joint report of the Corporate Director of Finance and the Assistant Chief Executive.

Cabinet considered a joint report of the Corporate Director of Finance and the Assistant Chief Executive, which set out the framework for the development of the new corporate plan and medium term financial strategy for 2010?11 to 2012?13.

The Leader of the Council explained that the Strategy for Closing the Funding Gaps at appendix 2 to the report complimented the Council’s Transformation Programme.  He added that appendix 2 also specified the strands that would be used to close the funding gaps.  He added that appendix 3, the Council’s Year Ahead Statement, highlighted the Council’s achievements and how its priorities would be taken forward.

The Corporate Director of Finance introduced the report and explained the context of the report for the development of the new Corporate Plan and Medium Term Financial Strategy (MTFS) for 2010?11.  She drew Members’ attention to the vision and priorities set out in the report, which provided the context for the Year Ahead Statement.  These would culminate into a report to the February 2010 Cabinet.

The Corporate Director set out the financial context and referred to the uncertainty in relation to grants that the Council would receive in future years.  A significant reduction in grants was expected, as a result of which the Council would have to make realistic assumptions in its quest to reduce the funding gaps.

The Portfolio Holder for Performance, Communication and Corporate Services stressed the need to build on the strengths already identified and highlighted the need to ensure a comprehensive approach to identifying risks.

RESOLVED:  That (1) the timetable, attached at Appendix 1 to the joint report of the Corporate Director of Finance and the Assistant Chief Executive, be noted;

(2)  the strategy for closing future funding gaps, attached at Appendix 2 to the joint report of the Corporate Director of Finance and Assistant Chief Executive, be approved;

(3)  the approach to consultation be approved.

Reason for Decision:  To promote effective medium term planning.

Report of the Corporate Director of Finance.

The Leader of the Council introduced the report, which outlined the health and safety work done during 2008/09, provided information on performance measures including training data, audits and accidents and looked ahead to the work planned to support the Council in its change agenda and in response to new legislation.  He was pleased to note on the reduction in the number of industrial accidents.

RESOLVED:  That the performance and work carried out during 2008/09 be noted.

Reason for Decision:  To provide the Cabinet with information on Health and Safety performance across the organisation.

Report of the Divisional Director of Housing.

The Portfolio Holder for Adults and Housing introduced the report, which recommended the reinstatement of low priority (K4) repairs that were suspended in October 2008 due to budgetary pressures.  It highlighted the need for additional capital resources to meet the decent homes standard by 2010 and to deliver other aspects of the housing capital programme, together with proposals to fund additional borrowing to increase the capital programme during the current and next financial years.

The Portfolio Holder stated that the Tenants’ and Leaseholders’ Consultative Forum report had considered the report at its special meeting held on 29 June 2009 and had supported the proposals.  He referred to the achievements made in dealing with responsive repairs against a robust/tight financial framework.  He advised that the Housing Revenue Account (HRA) subsidy was redistributed to other parts of the country thereby reducing the Council’s repairs budget.  The negative subsidy was likely to remain until 2011.

RESOLVED:  That (1) the reinstatement of the low priority (K4) repairs be approved with effect from 29 July 2009 in a manner consistent with the existing published performance target of completion within 28 days, within existing budgetary provision and to include the proposed contingency, and that a planned approach be implemented, if required, to clear the backlog between July and December with all new K4 requests being programmed;

(2)  where works in K4 priority were identified, programmes of work be devised to achieve improved value for money and which tied them into other planned programmes where appropriate;

(3)  the increase in the capital programme for housing during 2009/10 by £2.9m net and by £1.6m net in 2010/11 be approved using existing revenue contribution to capital outlay (RCCO) to fund the additional borrowing (and a maximum of £6.5m), and the programme for 2009/10 be approved;

(4)  making £500,000 of existing RCCO available as a contingency for large and exceptional replacements under the responsive maintenance budget be approved and, where costs cannot be contained within existing budgetary provision, utilise the contingency provision of £500,000 to facilitate the K4 repairs be utlised.

Reason for Decision:  There was a need to reinstate low priority repairs reported by tenants to avoid deterioration in the housing stock and to ensure that Harrow continued to meet the landlord’s obligations under the tenancy agreement.  In addition, a recent survey had indicated a fall in tenant satisfaction related to repairs service delivery and this could in part relate to failure to address K4 repairs.

The increase in the capital resources was needed to ensure that both the work required to meet the decent homes target was delivered and also that other priority investment works were undertaken to avoid failures of components in the housing stock.

Joint report of the Corporate Directors of Children’s Services and Place Shaping.

The Portfolio Holders for Children’s Services and Major Contracts and Property introduced the report, which provided Cabinet with details of the proposed redevelopment of Cedars Youth and Community Centre and sought authority to enter into partnership and property agreements with Watford Football Club Community Sports and Education Trust (FC CSE).

The Portfolio Holders commended the report to Cabinet and congratulated the Corporate Directors of Children’s Services and Place Shaping for initially ‘building on the foundations’ with a view to bringing the project to fruition.  They also thanked the staff, residents and Partners for their work in preparing a successful bid.  The Portfolio Holder for Children’s Services was supportive of the benefits this initiative would bring to young people and spoke highly of the Mobile Resource Unit (MRU) concept which, it was hoped, would enthuse young people.  It was noted that officers were discussing how the MRU could also benefit the police in their day-to-day operations.

The Corporate Director of Children’s Services complimented the staff at Watford Football Club and in shared services for bringing the project bid together.  He thanked all those who had engaged with project at the consultation stage, particularly the older sections of Harrow’s communities.  The consultation sessions had been extremely useful and the project provided the opportunity for something special.  Due legal and planning processes would be set into motion.  The MRU would be a resource for the community.  The Corporate Director of Place Shaping added that officers knew and understood the site and that the property issues were not unduly complex.  He acknowledged the need to build?in safeguards as suggested by a questioner at the meeting.

RESOLVED:  That (1) support be confirmed for the redevelopment of Cedars Youth and Community Centre in partnership with Watford FC CSE Trust recognising that the scheme would be a considerable asset to the local community and enable the Council to provide first class facilities at the Cedars Youth and Community Centre Site and outreach work to all parts of the Harrow community without extra capital costs;

(2)  the Corporate Director of Children’s Services, in consultation with the Portfolio Holder for Children’s Services, be authorised to enter into a Partnership Agreement with Watford FC CSE Trust;

(3)  the finance implications set out in the report be noted;

(4)  the Corporate Director of Place Shaping, in consultation with the Portfolio Holder for Major Contracts and Property, be authorised to:

·                     enter into the Deed of Dedication with the Big Lottery Fund and Watford FC CSE Trust;

·                     enter into an agreement for lease and subsequent lease with Watford FC CSE Trust for Cedars Youth and Community Centre and permit the Big Lottery Fund to have a legal charge over the property for 20 years;

·                     to include within the lease terms the ability for the Big Lottery Fund to assign the lease should they become the tenant by virtue of the legal charge.

Reason for Decision:  To secure substantial capital investment and operational capacity and capability to transform youth and community services  ...  view the full minutes text for item 660.

Report of the Corporate Director of Place Shaping.

The Portfolio Holder for Major Contracts and Property introduced the report, which set out the options available to the Council in providing a telecom site for Orange in Pinner.

RESOLVED:  That, having considered the report in the light of the Cabinet resolution dated 4 April 2000, the Corporate Director of Place Shaping, in consultation with the Portfolio Holder for Major Contracts and Property, be authorised to negotiate best terms and consideration for a 15 year lease to Orange of land forming part of or immediately adjacent to Chapel Lane Car Park for use as a telecommunications site.

Reason for Decision:  Facilitating an alternative telecommunications site for Orange would negate the Operators requirement for a telecom mast in a sensitive inappropriate residential area of Rayners Lane and would in isolation provide adequate coverage whereby no further Orange mast installations would be required in the area.

RESOLVED:  That the press and public be excluded from the meeting for the following item of business, on the grounds that it involved the likely disclosure of confidential information in breach of an obligation of confidence, or of exempt information as defined in Part I of Schedule 12A to the Local Government Act 1972:

Report of the Corporate Director of Place Shaping.

The Portfolio Holder for Major Contracts and Property introduced the confidential report, which set out proposals for the disposal of the Leaping Bar Public House, Carmelite Road. Members noted that this was a key decision.

RESOLVED:  That the Corporate Director of Place Shaping, in consultation with the Portfolio Holder for Major Contracts and Property, be authorised to dispose of the freehold interest in the Leaping Bar Public House for the sum set out the report of the Corporate Director of Place Shaping, subject to the restriction that the site was to be used for social housing with a minimum of six houses being for social rent and the remainder for intermediate housing such as shared ownership.

Reason for Decision:  The disposal would create a capital receipt for the Housing Revenue Account and provide much needed social housing for the Borough.