OPTIONS
7.
The status quo is not considered a viable option. There are therefore, two options to approve
the new framework as drafted or to postpone the decision for further
development.
EVALUATION/RISK
MANAGEMENT
8.
The proposed structures answer the question “how do we
do things around here?” They
particularly answer the question as to where the focus for performance
improvement and performance management is in relation to the Aim High programme
and also to the three most critical areas of service improvement.
9.
The recommendation is considered to be the best possible
structure in current circumstances to deliver current and emerging plans. The structures proposed represent an
adaptation of structures used, to good effect, in other authorities which
needed a degree of challenge in order to deliver ambitious programmes of change
and improvement.
|
RECOMMENDATIONS
10.
That the governance structure set out in the
appendix to this report are approved as drafted.
|
BACKGROUND
PAPERS
11.
Constitution of the Council.
APPENDICES
APPENDIX
A – Draft performance/governance structures.
Contact
Point : John Lawson, Acting Chief
Executive ' 3203 [email protected]
|
MR JOHN
LAWSON
Acting
Chief Executive
|
COUNCILLOR
ANDY SUTTON
Leader of the Council
|
APPENDIX A
GOVERNANCE
STRUCTURES
AIM HIGH
IMPROVEMENT BOARD
Membership
Chair – Peter Gould – CX Northants CC
Cllr Andy Sutton – Leader of the Council
2x Cllrs to be agreed
John Lawson – Acting CX
Other members by invitation
|
Observers
ODPM/GOSE*
DfES*
Audit Commission Relationship Manager*
* By invitation, as observers (who
will not by giving advice, or otherwise seek to influence the outcome of the
work of the Board but by their presence to add to the quality of the
assurance work)
|
Terms of Reference
The purpose of the Board is
to quality assure the delivery of the Aim High Corporate Plan. In doing so it
will mix internal and external challenge.
·
To quality assure the work of the Aim High Strategy Group, and other
organs of governance, as necessary
·
To quality assure improvement planning and delivery in three key
performance areas:
(i)
Children’s Services – School based attainment
(ii)
Fire and Rescue – Modernisation
(iii)
Environment Services – Improving the Highway
·
To quality assure arrangements for the delivery of the Local Area
Agreement, including the emerging governance arrangements and delivery
mechanisms
·
To ensure that the Council addresses and unblocks the most strategic
issues emerging from delivery of Aim High, other than set out specifically,
above
·
To assure prioritisation and ensure resource allocation follows
priorities
·
To oversee preparations for and response to the Corporate
Assessment/Joint Area Review
·
Through observer status to provide meaningful engagement with central
government and/or regulators
Frequency
The Board will meet monthly,
subject to future review.
Limits
The Board is not a decision
making body, nor undertakes any statutory function such as scrutiny or policy
development but recommends action and monitors delivery by other decision making
parts of the governance structures.
Quality Assurance
The Board will
ensure that the council, and it’s partners, has an ambitious, consistent,
deliverable set of priority outcome, reflecting local, regional and national
contexts and specific, measurable, realistic and resourced programmes of
activity (properly managed) to deliver those outcomes.
AIM HIGH STRATEGY
GROUP
Membership
Terms of Reference
- To undertake strategic management of
performance – identifying and addressing emerging and existing areas of
performance
- To programme manage delivery of Aim High
- To review priorities and resource allocation to
ensure delivery of key outcomes
- To receive and consider project initiation
documents for any proposed new initiatives
- To undertake a programme of policy development
delivering strategic solutions to significant barriers to improvement and
delivery
- To ensure effective management of council
business – driving improvement through all areas of governance
- To develop effective senior member/officer
working relationships
- To agree internal and external communications
priorities
Frequency
The Group will meet once
every two weeks, subject to future review
Limits
The Group is
not a decision making body, but recommends action and monitors delivery by
other decision making parts of the governance structures
CHILDREN’S
SERVICES PARTNERSHIP BOARD
Membership
Chair – Peter Gould
Cllr Patrick Joyce – Deputy
Leader and Cabinet Member for Children
Cllr Dawn Cousins – Cabinet
Member for Care, Health & Housing
John Lawson – Acting Chief
Executive and statutory Director for Children’s Services
Ian Sandbrook – Strategic
Director of Children’s Services
Additional Mouchel/Outcomes
nominee(s)
DfES/GOSE – Observers*
* By invitation, or
inclusion in circulation of papers
Terms of Reference
- To establish, monitor and manage the contract
between the Isle of Wight Council and Mouchel Parkman/Outcomes UK
- In particular to agree and monitor short and
outcomes and the delivery of key milestones necessary to deliver the
agreed outcomes – across the whole Children’s Services agenda
- To identify and agree changes in agreed
outcomes and priorities
- To identify changes in resource allocation
necessary to deliver outcomes
- To identify any necessary procurement or
recruitment exercises to secure extra capacity necessary to deliver
outcomes
- To ensure effective decision making through
other parts of the governance structures in order to enable delivery of
outcomes
- To monitor and drive improvement of other
stakeholders/partners in the agreement and delivery of outcomes
- Through observer status to provide meaningful
engagement with the DeES
Frequency
The Board will meet
bi-monthly subject to future review
Limits
The Board is not a decision
making body, but recommends action and monitors delivery by other decision
making parts of the governance structures
The Board will be subject to
quality assurance by the Aim High Improvement and Deliver Board
FIRE AND RESCUE
MODERNISATION BOARD
Membership
Chair – Cllr Barry Abraham –
Cabinet Member for Safer Communities
Cllr Andy Sutton - Leader of
the Council [or another Cabinet Member
John Lawson – Acting Chief
Executive
Sue Lightfoot – Interim
Director Safer Communities
Paul Street – Interim
Brigade Chief
Observer status to be
confirmed
Cllr David Williams –
Commissioner for Safer Communities
ODPM
Terms of Reference
- To project manage the development of the
business case assessing merger/collaboration with Hampshire Fire and
Rescue Service
- To project manage delivery of the [insert name
of plan to be agreed with ODPM], reviewing priorities and resource
allocation to ensure delivery of key outcomes
- To assure modernisation does not prejudice
service delivery and improvement within the Fire and Rescue Service
- To assure Fire and Rescue modernisation is
undertaken within the context of performance management and improvement
within the Safer Communities Directorate, the Council and Island Wide
public service delivery under the Aim High plan
- To undertake a programme of policy development
delivering strategic solutions to significant barriers to delivery of
modernisation
- To ensure effective decision making through
other parts of the council’s governance structures in order to enable
delivery of outcomes
- To monitor and drive improvement of other
stakeholders/partners in the delivery of modernisation
Frequency
The Board will meet
bi-monthly subject to future review
Limits
The Board does not
contribute to the delivery and improvement of operational Fire and Rescue
Services
The Board does not
contribute to the strategic or operational management of the Safer Communities
Directorate
The Board is not a decision making body, but
recommends action and monitors delivery by other decision making parts of the
governance structures
The Board will be subject to quality assurance by
the Aim High Improvement and Deliver Board
INTEGRATED TRANSPORT PFI BOARD
Membership
John Lawson,
Acting Chief Executive
Paul Wilkinson, Assistant Chief
Executive
Derek Rowell, Director of
Environment Services
Stephen Matthews, Head of
Engineering Services
Observer Status
Cllr George Brown, Policy
Commission for Economy, Tourism, Regeneration & Transport
Cllr Ivan Bulwar, Lead
Member for PFI and ETRTC
DOT or other interested external party
Terms of Reference
- To programme and project manage the Integrated
Public Transport PFI Programme as a whole, taking the strategic overview
of all the component projects, to ensure delivery of the Programme as a
whole
- To support and inform all the required
strategic decisions to ensure effective decision making through other
parts of the council’s governance structures in order to enable delivery
of outcomes
- To quality assure procurement processes for the
selection of the appropriate strategic partner, to support the delivery of
the programme for and with the Council and to ensure compliance with local
statutory procurement rules
- To quality assure other related procurement
processes (including the procurement of technical advice during the
substantive procurement process) and to ensure compliance with local
statutory procurement rules
- To assure contract management of strategically
significant contracts let to deliver the PFI project
- To assure modernisation does not prejudice
service delivery and improvement in relation to public transport and
highways
- To assure Fire and Rescue modernisation is
undertaken within the context of performance management and improvement
within the Regeneration Directorate, the Council and Island Wide public
service delivery under the Aim High plan
- To individually and collectively sponsor,
support and generate knowledge and enthusiasm about the PFI project
throughout the Council, the Island, regionally and nationally
- To assist in the delivery of excellent
communications through and about the PFI project, throughout the Council
and it’s partners – and in the Island communities
Frequency
The Board will meet
bi-monthly subject to future review
Limits
The Board is
not a decision making body, but recommends action and monitors delivery by
other decision making parts of the governance structures
The Board
will be subject to quality assurance by the Aim High Improvement and Deliver
Board
