RESOURCES SELECT COMMITTEE – 23 OCTOBER 2003
MEMBERS
TRAINING BUDGET
REASON FOR SELECT COMMITTEE CONSIDERATION
To enable the select committee to:
· making recommendations to the Executive to improve the mechanisms for prioritising and allocating expenditure from the members training budget.
ACTION REQUIRED BY THE SELECT COMMITTEE
Members are asked to consider the options
available and make recommendations to the Executive, Portfolio Holder for
Resources and/or Head of Legal and Democratic Services.
BACKGROUND
For
many years the Council has acknowledged the importance of having well trained
members and consequently there has been significant investment in members
training over the years. Although not attached to this report, an analysis of
the training courses members have attended since the 2001 elections is a
background paper, copies of which will be available at the meeting.
Until
this year the budget for this training tended to be spread across a number of
areas, however since this year the budget has been brought together under the
“Democratic Representation and Management” heading with myself as the
appropriate “budget holder”. As part of this years budget setting members
agreed to reduce the budget available for members conferences and travel by
£7,000.
To
assist with analysing where and how the money is spent the costs are recorded
in some detail and the budgets are split. I set out below the various budget
headings and the budget amounts available this year below:
|
Budget Heading |
Budget 2003/04 £ |
|
Mainland
Conference Expenses |
13611.00 |
|
Mainland
Conference Travel Expenses |
4000.00 |
|
Members
Training Accommodation Expenses |
800.00 |
|
Mainland
Conference Subsistence |
750.00 |
|
Mainland
Conference Accommodation |
7500.00 |
|
Members
Training Travel Expenses |
2000.00 |
|
Members
Training Subsistence |
1000.00 |
|
Members
Training Course Fees |
9392.00 |
|
Total: |
39053.00 |
The
above includes expenditure on a n umber of annual conferences (ie the LGA).
To
try and ensure that the spend of this money meets pre-identified needs (as far
as possible) in conjunction with the Leader a policy has been devised and this
is set out at Appendix 1. A more detailed spread sheet of related expenditure
is set out as Appendix 2.
The
Head of Select Committees and Best Value has devised arrangements for
predetermining with members their various training needs – this is very much
along the lines on which officers attendance at various training events and
conferences is determined.
An
analysis of the patterns of spending in 2002-03 is set out in the table below.
From this generally the “spend pattern” is similar to last year.
|
Type of
Member: |
Totals: |
Percentage of spend: |
Percentage
of numbers on Council: |
|
Executive Members |
£6221.49 |
29 |
7 |
|
Select Committee Members |
£12664.25 |
59 |
53 |
|
Regulatory Members |
£2613.39 |
12 |
39 |
|
By
Political Group: |
Totals: |
Percentage
of spend: |
Percentage
of numbers on Council: |
|
Island First 28 Members |
£14383.28 |
67 |
58 |
|
Conservative 13 Members |
£5584.31 |
26 |
27 |
|
Labour 3 Members |
£1531.54 |
7 |
6 |
|
Others 4 Members |
0 |
0 |
9 |
Finally,
as context, quotations for a comprehensive Select Committee development
programme are set out in Appendix 3.
THE FUTURE
The
Council has a tradition of providing full training for members and this is
provided on a needs basis as evidenced in the various appendices.
Additional
resources could always be further utilised for training and development.
However
the Council needs to consider the wider budget situation and competing demands
on Council resources – of set by the need to have well trained and informed
Members thus providing quality decision making, policy development and scrutiny
functions.
The
current system of allocating the available resources does try to ensure that
there is some identifiable need and that the training/conference is relevant to
the Members role. There are a number of ways of allocating the resources.: The
options available include:
Option 1: The available budget could be
split (pro rata) between Select Committee members, Regulatory Committee Members
and Executive Members (53%, 39% , 7%) -
given the role of the Executive members this is unlikely to deliver improvements in Executive decision
making.
Option 2: Each member could be given a per capita sum to be used according
to their personal priorities. This approach also fails to reflect the diversity
of training needs of members undertaking different roles within the council. It
may also raise the necessity for arrangements to transfer funds allocated to a
member who did not intend to use their allocation.
Both 1 and 2 may fail to deliver one-off intensive
programmes, such as the IdeA Leadership Academy, or to be sufficiently flexible
to ensure a new member or a member taking on a new role is given the
opportunities their particular situation requires.
Option 3: The available budget to allocated to the political Groups (58%,
27%, 6% , 8%) and the determination of how that is spent is effectively
determined by the relevant political group. This raises a question about
whether member training would be aided by the involvement of political groups.
Arguably, the council has an interest, beyond an outside of political
groupings, in ensuring that all members are afforded training opportunities.
Further, there are no formal mechanisms for political groups to employ in order
to take difficult prioritisation decisions. It is also a less public and
accountable method of determining the issue.
Option 4: A model could be developed to
reflect the strategic and operational significance of different member roles.
Thus 40% of the available budget could be allocated to the Executive; 45% to
Select Committee members and 15% to Regulatory members. It is difficult to be
scientific in terms of ranking the significance of each group of members, but
perhaps this is unnecessary and the model has the benefit of formalising
current practice, for the sake of clarity and easy administration.
The
four models, as presented above, are vulnerable to the criticism that they are
resource, not needs led. However, within each of the models, prioritisation of
training for individuals could be by a personal development plan process.
Such
an approach can also incorporate training and development opportunities which
are free at the point of delivery, such as in house courses, mentoring and
shadowing.
Most
PPR models require a degree of appraisal and it will be necessary to determine
how this will be undertaken – and what roles can be played by members and
officers in such a process.
Decisions
about individual items of expenditure may only be taken by a member of the
Executive or an officer under delegated powers which will limit the extent to
which members conducting identification of training needs can also take the
decision to commit funds to those training needs.
Members may wish to be reminded that the Chairman of the Resources
Select Committee has undertaken significant consultation from all select
committee members in respect of training.
Members have indicated their support for a comprehensive programme of scrutiny
training backed up by PPR interviews.
The full programme, together with the cost implications, are set out in
Appendix 3.
RELEVANT PLANS, POLICIES, STRATEGIES AND PERFORMANCE INDICATORS
Part
3 of the Councils Corporate Plan includes a commitment to strong political and
managerial leadership and an element of this is “provide further training for
councillors under the Modern Members programme”.
Before
members can participate in the Development Control and Licensing Committees
they are required to attend specific training in that particular area.
The
Standards Committee has a statutory role to ensure that adequate training is
provide for Members on ethics and standards.
FINANCIAL, LEGAL, CRIME AND DISORDER IMPLICATIONS
Financial position is as set out in the attached appendices. Expenditure on member training is lawful under Part 1 Local Government Act 2000 (having regard to the Community Strategy).
APPENDICES ATTACHED
BACKGROUND PAPERS USED IN THE PREPARATION OF THIS REPORT
As
attached.
Contact Point : Chris Mathews Democratic Services Manager, F 823280 [email protected]
JOHN LAWSON
Head of Legal and Democratic Services
Appendix 1
POLICY ON MEMBER ATTENDANCE AT OUTSIDE BODIES,
CONFERENCES AND SEMINARS
EFFECTIVE FROM 16
APRIL 2003
Introduction
As part of their roles Members have to attend a
variety of events on the Island, mainland and occasionally abroad. This policy is devised to ensure that all
such attendances are recorded and that, where appropriate, the ability to
attend conferences and seminars is not restricted to just a few members.
1. Outside Bodies –
where appointed by the Council
Members are appointed to a range of outside
bodies, the vast number of which are Island based. Members are entitled to claim
for the travel costs for attending meetings of these bodies via their monthly
claim submission.
Some outside bodies meet either on the mainland or in Europe. The Council will fund the cost of the travel and, if necessary, accommodation for attendance at these events. All such arrangements must be made through the Members’ Support Officer who will ensure that the most economically advantageous travel and accommodation arrangements are made.
2. Outside Bodies – where the Member has not been
appointed by the Council
As part of their wider role, Members are occasionally appointed to outside bodies by organisations other than the Council – the Hampshire Police Authority being a good example. In these circumstances, the Isle of Wight Council will only pay for travel etc where the “appointing body” does not pay and where it has been established with the Democratic Services Manager that there is some benefit to the Council for the Member to be involved in the body. The Members’ Support Officer will help arrange travel and accommodation in cases where the Isle of Wight Council meets the costs.
3. Annual National Conferences
There are a number of annual conferences at which the Council would expect to be represented.
(a) In respect of the following conferences, the Council can be represented by up to 4 Members -
South East Employers
LGA Annual Conference
SOCPO Conference
CIPFA Conference
The priority for allocating the 4 Members who can attend these conferences is as follows:
Members appointed to the outside body hosting the event (or their representative);
Relevant Portfolio Holder (or their representative);
Relevant Select Committee Chairman (or their representative, who must also be a Member of the relevant Select Committee); and
Representative from other Groups (who must be a Member of the relevant Select Committee).
(b) In respect of the following conference, the Council can be represented by up to 3 Members –
Fire Service Conference
LGA Education Conference
Social Services Conference
Housing Conference
The priority for allocating the 3 members who can attend these conferences is as follows:
Relevant Portfolio Holder (or their representative);
Relevant Select Committee Chairman (or their representative who must also be a Member of the relevant Select Committee); and
Representative from other Groups (who must be a Member of the relevant Select Committee).
4. Other Seminars and Conferences
For any other conference or seminar not covered
under paragraph 3, the Council will
only pay for such attendance, travel and accommodation where the following
procedure has been followed:
1. The
attached form has to be completed by the relevant member (the Members’ Support
Officer will assist if requested).
2. Once
completed the form must be handed to the Members Support Officer who will
arrange for the Democratic Services Manager to approve the attendance subject
to the criteria in 3 below.
3. Attendance
will only be approved if the following criteria have been met:
a. The subject of the
Seminar/Conference is within the terms of reference of either the Member’s
portfolio (for Executive Members) or the terms of reference of the Select or
Regulatory Committee that the Member is on; OR
b. The Seminar/Conference assists with
the professional development of the Member as identified in the Member’s
Personal Development Plan. AND
c. The Member concerned has provided a
written report for the last conference/seminar attended.
d. No more than three Members may
attend one seminar/conference.
4. Travel
and accommodation arrangements must be arranged through the Members’ Support
Officer to ensure that the most economically viable options are selected.
5. The
Members’ Bulletin will regularly include the following:
a. A
list of Members attending forthcoming conferences or seminars and at what cost;
b. A
written report, from the Member attending, setting out the principal issues
arising at the conference or seminar attended in the preceding 2 weeks.
Form
Name of Member
Name of Conference/Seminar
Date of Conference/Seminar
Venue of Conference / Seminar
Cost of Conference/Seminar
(If Separate) Hotel costs:
Estimated Travel Costs:
What benefit does the Council accrue by members attending this conference?
Which other members are attending?
Authorised:
Copy of form to be sent to Learning Centre and a copy retained by Democratic Services Manager
Appendix 2
|
1) |
Year on year (final) |
|
|
|
|
|
|
|
|
Projected |
Actual |
Actual |
|
|
|
|
|
overspend |
overspend |
overspend |
|
|
|
|
|
2003-04 |
2002-03 |
2001-02 |
|
|
|
|
Subsistence |
0.1% |
10.9% |
-6.3% |
|
|
|
|
Travel |
21.5% |
20.5% |
-0.5% |
|
Consistent with last year. |
|
|
Conference Fees |
36.4% |
15.9% |
-35.5% |
|
Up on last year but is probably due to
seasonal variations. |
|
|
Training |
40.7% |
71.9% |
69.4% |
|
Still overspending but is less than previous
years |
|
|
Overseas |
-37.3% |
5.6% |
50.7% |
|
Underspending reflecting fewer trips than
previous years. |
|
|
Members Allowances |
-5.1% |
-5.2% |
-6.6% |
|
Consistently underspending due to
overprovision in budget. * |
|
|
|
|
|
|
|
|
|
|
Overall |
0.2% |
0.5% |
-4.1% |
|
Projected overspends only exceed projected
underspends by 0.2% |
|
|
|
|
|
|
|
|
|
* |
Members Allowances budget is set to cover
all eventualities. Reality is that many enhanced allowances are not claimed
due to doubling up. E.g. A group leader who is also a portfolio holder cannot
claim both allowances but merely the higher one therefore underspends will
occur |
|||||
|
|
|
|
|
|
|
|
|
2) |
Month on month |
|
|
|
|
|
|
|
|
Projected |
Projected |
|
|
|
|
|
|
overspend |
overspend |
|
|
|
|
|
|
Aug-03 |
Jul-03 |
|
|
|
|
|
Subsistence |
0.1% |
10.1% |
|
|
|
|
|
Travel |
21.5% |
17.9% |
|
|
Increase from last month may be due to
seasonal variations. |
|
|
Conference Fees |
36.4% |
61.0% |
|
|
Decrease from last month due to less
bookings towards end of summer season. |
|
|
Training |
40.7% |
58.7% |
|
|
Decrease from last month due to less
bookings towards end of summer season. |
|
|
Overseas |
-37.3% |
-25.4% |
|
|
|
|
|
Members Allowances |
-5.1% |
-5.2% |
|
|
|
|
|
|
|
|
|
|
|
|
|
Overall |
0.2% |
1.6% |
|
|
|
|
|
|
|
|
|
|
|
|
3) |
Year on year (by month) |
|
|
|
|
|
|
|
|
Projected |
Projected |
Projected |
Projected |
|
|
|
|
overspend |
overspend |
overspend |
overspend |
|
|
|
|
Aug-03 |
Aug-02 |
Jul-03 |
Jul-02 |
|
|
|
Subsistence |
0.1% |
18.6% |
10.1% |
6.4% |
|
|
|
Travel |
21.5% |
12.1% |
17.9% |
13.0% |
Consistently higher than last year. |
|
|
Conference Fees |
36.4% |
38.1% |
61.0% |
-16.9% |
Consistent with previous years but July
figures illustrate seasonal variations. |
|
|
Training |
40.7% |
57.2% |
58.7% |
-30.5% |
August less than previous years but July figures
illustrate seasonal variations. |
|
|
Overseas |
-37.3% |
-37.9% |
-25.4% |
-31.4% |
Consistent with previous years. |
|
|
Members Allowances |
-5.1% |
-1.8% |
-5.2% |
-1.8% |
|
|
|
|
|
|
|
|
|
|
|
Overall |
0.2% |
3.2% |
1.6% |
-0.8% |
August less than previous years but July
figures illustrate seasonal variations. |