Agenda item

Questioner:

Councillor Simon Williams

Asked of:

Councillor Thaya Idaikkadar, Leader of the Council and Portfolio Holder for Business Transformation and Communications, Finance, Performance, Customer Services and Corporate Services, Property and Major Contracts

Question:

“McDonald's on Shaftesbury Circle, in my ward of Harrow on the Hill have applied for an extension to its licensed opening hours. Following representation by residents concerned at the amount of litter generated by the restaurant, a public hearing of the Licensing Panel will be held on 22nd July.  Objection has also been represented by this Council's Environmental Health based, again, on the amount of litter.

Residents that have presented formal representation are only a few of the residents I spoke with concerned about the amount of litter on and around Shaftesbury Circle and the failure of McDonald's, in this instance, to adequately address the problem. Residents are often reluctant to make formal representation and sometimes find it difficult to speak out, but in my view that is what we are here to do and to speak up for our residents.

Could you advise me please if you think it acceptable for McDonald's to employ a firm of licensing agents to contact residents who have registered representation asking them to withdraw and contact the Council to say they no longer object to the application by the restaurant before the Licence Panel hearing in a few days time.  Do you not agree that residents should be free from the fear of a letter from a firm of licensing agents when exercising their rights?”

Answer:

I understand and appreciate your concerns.  I thank you for representing the residents.

The use of a licensing agent would not, as such, be considered unreasonable or be a cause for concern.  Many licence applicants make use of the services of agents to assist them in making applications or in preparing for hearings.

Similarly, it is not necessarily inappropriate for applicants or their agents to contact objectors to discuss these objections prior to a hearing.  Legislation requires that names and addresses of objectors are available to the applicant.  Often direct contact can allow the parties to gain a fuller understanding or the other’s position or come to a compromise agreement which can either lead to an objection being withdrawn or assist in drawing up licence conditions.  In many cases this dialogue can remove the need to hold a hearing.

It would, however, be inappropriate for either an applicant or an agent to place undue or unreasonable pressure on any objector to withdraw their objection.  If any objector feels that this is happening they should contact the licensing service immediately and appropriate steps will be taken to investigate any conditions.

I have also spoken to the Licensing team late this afternoon.  McDonald’s employs a street warden.  They have offered to widen the area they patrol and increase the frequency of it.  That may lead to better clean areas plus this administration is actively considering introducing spot fines for litter dropping. Combined together, I hope and wish we can have a cleaner Shaftesbury Avenue.

Supplemental Question:

Thank you for that answer.  It has partly answered but in the last few days I have been contacted by a number of concerned residents who have been contacted by this agency who have felt under pressure and have felt intimidated and I wonder, in light of that, if you would consider postponing the Licensing Panel on Monday until we can have the confidence that residents have a full and open opportunity to exercise their democratic right in decision-making. Also, just to be clear to some of the colleagues that do not quite understand this, that we have a wider review of Council policy in engaging with the public in the face of well resourced and powerful companies and their lobbyists?

Supplemental Answer:

I understand your concerns but this is a legal issue.  They have advertised for a hearing and there is a legal process to follow.

If the legal process is flawed or there were undue pressures put, I would suggest you send a sample letter used by the agency to the legal officer and the licensing officer and they consider whether the Licensing Panel meeting can be postponed.  I as a Leader cannot interfere in the system they have.  We have to go through the proper process and this is a technical matter.

Questioner:

Councillor Paul Osborn

Asked of:

Councillor Thaya Idaikkadar, Leader of the Council and Portfolio Holder for Business Transformation and Communications, Finance, Performance, Customer Services and Corporate Services, Property and Major Contracts

Question:

“Do you believe that Councillor Graham Henson's outsourcing of the Council's IT to Capita has been a success?”

Answer:

The decision to outsource the IT service was made following the production by PWC of an options analysis and a business case. This looked at the work that needed to be done to bring the Council’s aging infrastructure and Novell operating system up to date.  At the point of outsourcing over 90% of the infrastructure was end of life, following a number of years of under investment.

The Council’s infrastructure at that point was at risk of major failure and required urgent upgrade.

The Council evaluated outsourcing the service as well as delivering the changes in house.

One of the key factors leading to the decision to outsource was the perceived risk of doing the essential transformation in-house versus the opportunity to have the work done for a fixed price with the risk contractually transferred to a third party.

How has the outsource performed? Let me respond in two distinct respects:

1.                  The day to day activities and daily running of the service and support have been generally very successful.  The challenging KPIs set by the contract have largely been met.  A few problem areas have arisen from time to time, such as a delay in setting up new users in the autumn of last year but Capita have been responsive in correcting these issues.  Most outages and service credits have been caused by the impact of the Transformation Programme on day to day activities.  An example of this is the problems with email immediately following the move to Outlook.

2.                  The delivery of the Transformation Programme has been more difficult and there have been considerable delays to the completion of the programme.  We are currently expecting the work to be completed by the end of November, some 19 months late.  The delays are partly due to the fact that Capita took much longer than they should have to get the programme up and running and have had resourcing difficulties. They have accepted this and the Council’s Chief Executive has been in discussion with Capita’s Chief Executive to ensure that the delivery of this programme is of the highest priority to Capita.

However, much of the delay is due to unexpected complexities in the Harrow environment that have made the Transformation more difficult than anticipated.  The risk of completion on time and to budget was transferred to Capita and therefore all cost overruns have been, and continue to be, met by them.  While the impact of this on the Council’s performance and reputation is a risk borne by ourselves, the costs are borne by Capita as they are contractually committed to delivering at a fixed price.

A key part of the decision to outsource was based on the risk analysis of Harrow leading the work versus a third party leading the work.  The current position demonstrates that the risk element identified by PWC was correct and indeed may have been understated. 

Therefore despite the delays and difficulties the decision to outsource was I still believe a good one since the alternative would have left the Council exposed to the escalating costs resulting from the delays and the complexities of upgrading from the failing IT infrastructure that the Council had in place at the time.

Nevertheless, lessons need to be learnt and I would add that Capita’s life term is coming fairly soon and the new contract is to be procured. Capita can apply if they wish to and I have already instructed officers it will be a cross party vote as part of the evaluation of all new applications.

Supplemental Question:

First of all, we have established in the past that actually the failings started after the outsourcing rather than before the outsourcing but I would just draw your attention to the fact that the service has been so bad that according to the Revenue and Capital Outturn report that went to Cabinet last month, Capita have had to provide credits of over £500,000 and according to page 541 of the agenda for this meeting, a report in your name, Leader, it says about the IT system and the complaints “Complaints have remained high.  There was a slight dip in Q2 when Transformation activity was virtually halted but throughout the year the level has been high.  It is anticipated there will be further disruptions if we press ahead with the Transformation and complaints are likely to remain high”.

My supplementary question is, if you regard that as a success, how exactly would you define failure?

Supplemental Answer:

Well, I think you have got to look at the starting point.  You can compare with places like Hammersmith.  So if you start with a low base, there are going to be problems but I said that there are lessons to be learnt.  Let us work together and get a new contract that is helpful for Harrow.

Questioner:

Councillor Kam Chana

Asked of:

Councillor Asad Omar, Deputy Leader and Portfolio Holder of Environment and Community Safety

Question:

“Could you provide an update on the Council's plans for the pavilion in the Croft Park, off Cannonbury Avenue?”

Answer:

Thank you for your question.

As you probably know more than I do about this pavilion, it is a very sound pavilion and it was gutted some time ago following a fire. What we want to do is find a suitable partner to renovate and take up a lease on the building.  We had marketed it before but as you know, Sport England objected to it because they wanted a changing room in there.  What we are going to do is remarket it and hopefully an organisation or nursery will show interest and they will have changing rooms in their plans as well.

Supplemental Question:

You mention about marketing.  To market something, it needs to look desirable and the area needs to look desirable.  By leaving the grass long, do you believe you will have trouble with the marketing as you are not cutting grass even once a year.  For example, you will have trouble to try and market the pavilion and get suitable people in to renovate it because it has been a decade and counting?  Do you believe by not cutting the grass, it will be detrimental to your marketing plans?

Supplemental Answer:

Sorry, cutting grass is a different issue but what I would like to say is we are confident we can remarket it and what I am hoping in the next three to four weeks’ time it will go on the market and hopefully someone will show an interest.

Questioner:

Councillor Kam Chana

Asked of:

Councillor Asad Omar, Deputy Leader and Portfolio Holder of Environment and Community Safety

Question:

'Can you confirm whether your plans to start leaving Harrow's parks unlocked extend to the Croft Park?'

Answer:

Yes they do. 

Supplemental Question:

Are you aware Richmond Council recently reversed a decision to start leaving some of its parks unlocked after resident complaints and does this give you cause for second thoughts as you press ahead with not locking Harrow parks?

Supplemental Answer:

Thank you for your supplementary question.

As you know, this was an MTFS savings in the budget in February this year.  It is only 30% of the parks which are locked and what we are doing is, we will be monitoring any anti social behaviour, any littering, any graffiti and we will be working with the SNT team and also the park users to see what we can do about it.  I mean, we are not reversing this at the present time but if it needs to be, we will have to look and do it maybe in about six months’ time.

Questioner:

Councillor David Perry

Asked of:

Councillor Thaya Idaikkadar, Leader of the Council and Portfolio Holder for Business Transformation and Communications, Finance, Performance, Customer Services and Corporate Services, Property and Major Contracts

Question:

"Do you feel that the unconventional political set up currently in place with your administration is unsettling, and the residents of Harrow should have cause for concern as key services are clearly not receiving the attention they desperately need?"

Question WITHDRAWN.

Questioner:

Councillor David Perry

Asked of:

Councillor Nizam Ismail, Portfolio Holder for Community and Cultural Services

Question:

"At the most recent meeting of the Overview and Scrutiny Committee, the Leader of the Council mentioned your Administration will increase the support provided to the Third Sector.  Therefore please could you clarify over the next 12 months what support this will be?"

Answer:

Thank you.

Harrow Council has pledged its commitment to supporting the Third Sector through the adoption of the Third Sector Strategy in March and is now fulfilling its actions under that Strategy.  We have already delivered our new three year Outcomes Based Grants Programme which will see organisations funded for three years from 2013/14.  In addition, we have identified a further £90,000 which will be used over the next year to commission face to face advice services and hate crime support from the Third Sector.  We have been working closely with community organisations to identify what support services they will need and how they want those services to be delivered – such as funding support, training, volunteering – and we will be funding a new CVS service (Council for Voluntary Service) from September with a specification driven by the sector and delivered locally.

In addition, the Council will be procuring services for residents from the Third Sector in Harrow.  For example, Harrow is investing £350,000 over the next two years in Healthwatch, which is being delivered by a partnership of local organisations.

Harrow is also launching the Mutual Support Network this year which will be an additional investment in preventive services.  We have started the process of identifying a provider by inviting organisations, including the local voluntary sector, to express an interest in delivering the concept.  This will represent an investment of £450,000 including £150,000 from Harrow Strategic Partnership.

We will be working with the Sector to identify other services they can help us deliver and have invited these representatives to our Managers Forum in September to explore how we can take this forward.

Supplemental Question:

I think we have already seen this evening how emotive the issues facing the voluntary sector are and the people that are in need in Harrow and I think, given the attendance this evening and the passion with which they have come forward, it is even more important than ever, that as an administration yourselves, that you continue to put people first and the Third Sector definitely put people first.  What I would like to ask you is, given some of the recent policy changes which you have made, which affect the environment, I think that is money which you have U-turned which could have gone into protecting more frontline services for the people that actually need them.  I think it is even more difficult and I actually sympathise with yourselves at the moment because you are in a difficult position as an administration because of the reduction of funding from the government which are putting these difficult decisions at the hands of Councillors locally.  That is a fact and this is the reality of what we are having to deal with.

So my question is, will you continue to challenge any influences that you have to put forward, place over people that may come within this administration set up?

Supplemental Answer:

As you know, I am a community oriented person and I have been here for 12 years serving the community. You rightly said, Harrow is the lowest funded Council in London. 

Now to respond to these challenges, Harrow Council’s Third Sector Strategy Working Together Partnership has done much to address these needs.  This Strategy was sponsored by the Third Sector Forum and chaired by the Corporate Directorand attended by a cross section of organisations. I too attended last week.  During that meeting, the Third Sector, Harrow Council, NHS Harrow, Harrow College, Stanmore College and Job Centres were there.  So as you rightly said, all those participants here were represented on that.

As you know, we have already delivered 42 main grants, sports budgets, reported an increase in membership and demand for coaching as a result of the last Olympics.  These organisations supported over 15,000 beneficiaries and 1,000 volunteer workers.  Thirteen organisations were awarded Edward Harvist Trust money.  I am looking forward to obtaining some funds and promote this community so that all communities will join together.  I have been supported in the proposal over the management of the community premises.  The new Centre is expected to be opened in May 2013 and will support over 100 community organisations with flexible accommodation.  My ambition is to work closely together with the Third Sector and community organisations and hold joint meetings to monitor their services and get feedback as to how best I could improve even better.

Questioner:

Councillor David Perry

Asked of:

Councillor Zarina Khalid, Portfolio Holder for Children, Schools and Families

Question:

"Please could you outline the detail of the new policy announcement made by the Leader of the Council, at the recent Overview and Scrutiny committee, in reference to your Portfolio, regarding your administrations intention to use vacant buildings on the Civic Centre site as 'Classrooms'?"

Answer:

The Council is currently investigating a number of options that would deliver sufficient primary school places. Depending on the outcome from government decisions regarding funding for Marlborough and Vaughan Schools we may need to consider any other potential sites to support the re-build of both schools.

Questioner:

Councillor Margaret Davine

Asked of:

Councillor Krishna James, Portfolio Holder for Adult Social Care, Health and Wellbeing

Question:

In the report and recommendations on the “Transformation of Day Opportunities in Harrow”, which will be considered by the Cabinet tonight, the future use of Bedford House is not clear. 

Will the Portfolio Holder please explain her long term plans for the future of this building and its facilities?

Answer:

In your Cabinet paper in January in relation to residential care services you recommended the following:

“Work with the Council’s Estates Department to identify a longer term option for the efficient use of Bedford House.  This may include the potential sale of the building and the purchase of an alternative building which meets the needs of the long-term residents in a high quality environment.”

As we have said, this Cabinet will adhere to major policy decisions made by your administration and the findings in today’s report are consistent with those in January.

Subject to approval of the recommendations in the report I will ask officers to consider whether an alternative, high quality alternative to Bedford House could be found for the permanent residents of this service.

I wish to stress that a move to this alternative must be in the interests of the residents, and enable them to maintain their friendship groups.  As in today’s report it and must be implemented with sensitivity and professionalism.

Questioner:

Councillor Sachin Shah

Asked of:

Councillor Thaya Idaikkadar, Leader of the Council and Portfolio Holder for Business Transformation and Communications, Finance, Performance, Customer Services and Corporate Services, Property and Major Contracts

Question:

"Please could you confirm whether or not you submitted a formal response in your capacity as Leader of the Council on behalf of Harrow Council, to the London-wide draft LSP5 consultation on the cuts to the fire service?"

Answer:

I can confirm that I did not submit a formal response on behalf of the Council to the London-wide draft LSP5 consultation.  This was because the details contained in the plan regarding Harrow include the provision of an additional appliance to be located in the Borough adding to the service’s capacity to respond to emergencies locally.  At the same time the Plan does not envisage changing the targets for responding to emergencies but does seek to reduce the number of fires in all categories during each year of the Plan and increase targeted preventative work, inspections and audits. 

Questioner:

Councillor Kam Chana

Asked of:

Councillor Asad Omar, Deputy Leader and Portfolio Holder of Environment and Community Safety

Question:

“What is being done to fix the pot holes on Cannon Lane and in Cannonbury Avenue?”

Answer:

All carriageways in the Borough are inspected on a periodic basis and additionally when residents bring specific concerns to the Council’s attention.   As a result of these inspections localised repairs are implemented where it is considered there may be a potential hazard to either pedestrians or vehicle users.  

There are one of three categories assigned to any area that the Highways inspector has identified as requiring rectification.

1)                 Urgent repairs are dealt within 2 to 24 hours depending on their likely impact on road users

2)                 Areas that although considered to require fairly prompt attention they do not present an immediate problem and are repaired within 5 working days

3)                 Other areas that do not present a hazard but fall within the Council’s intervention levels are to be repaired within 3 weeks.

The clock starts from the date of the issue of the orders to the Contractor.  Category 1 repairs are issued immediately they are observed by the inspector, category 2 repairs are issued the day after they are observed and category 3 repairs are issued in line with the remaining available budget.  Therefore the more category 1 and 2 repairs issued the less category 3 repairs can be released.  Unfortunately this does lead to a backlog.

The Highways Inspector for this area inspected Cannonbury Avenue on 17 April and observed 10 locations in the carriageway which he considered to be category 3.  The orders for these have now been raised and they are programmed for completion by the end of this week.  Cannon Lane is due for its next inspection in the next few days.

Questioner:

Councillor Christine Bednell

Asked of:

Councillor Zarina Khalid, Portfolio Holder for Children, Schools and Families

Question:

'Could you please outline your administration's plans to accommodate the increasing and pressing demand for secondary school places?'

Answer:

The Council has an excellent track record at providing the appropriate number of school places for the children of Harrow residents without creating surplus capacity.  This has been done through good work by officers and negotiation with our Primary and Special school Headteachers and Governing Bodies.  Currently there is capacity in Year 7, the first year of the secondary phase, for September 2013 and the next few years.  The demand for secondary school places from the growth in pupil population is not projected to hit Year 7 until September 2016.  The unknown impact of the Government’s Free School programme, including, but not necessarily limited to, Avanti House also has to be factored into a future strategy.

Discussions have already started with Secondary school Headteachers about that strategy.  These will continue in the autumn term and a proposed strategy will be brought to Cabinet in due course.  The funding of any strategy will also need to be clarified in the light of known and future funding streams that the Council can access to provide what, by the end of this decade, will be a significant number of additional secondary places.