Agenda, decisions and minutes

To approve as a correct record the Minutes of the meeting held on 22^nd June 2017.

The Minutes of the meeting held on 22nd June 2017 were approved as a correct record and signed by the Chairman

To receive from Members declarations as to disclosable pecuniary and other interests in relation to any Agenda item.

Prior to the consideration of the item of business regarding Cambridgeshire Police and Crime Commissioner’s Fire Governance Consultation, Minute No. 32 refers, Councillor R Fuller declared an interest as a Cambridgeshire County Councillor, having already voted on the matter in that capacity, and abstained from voting at the Cabinet.

To consider a report by the Head of Community presenting a commercialisation update to support the viability of procuring a joint venture to develop HDC’s CCTV service.

(Executive Councillor: Cllr D Brown)

That the CCTV Development Overview presents a fair reflection of the broad potential benefits of establishing a partnership with an external joint venture partner.

That the model described in the CCTV Development Overview be used, as part of an EU compliant procurement process (Restricted Procedure with Competitive Dialogue), as the framework for negotiations with potential joint venture partners.

That the Head of Community be authorised to undertake the procurement process, and to present information to the Executive Councillor for Commercialisation and Shared Services, and the HDC Ventures Ltd Board on the preferred partner.

That the Head of Community, in consultation with the Executive Councillor for Shared Services and Commercialisation, and the HDC Ventures Ltd Board be authorised to determine the preferred partner, and award the Contract.

Consideration was given to a report by the Head of Community to which was appended the CCTV Development Overview and Draft procedure timeline (copies of which are appended in the Minute Book). Executive Councillors were presented with a commercialisation update to support the viability of procuring a joint venture to develop the Council’s CCTV service. The Cabinet was reassured that this would not be a privatisation of existing services but a joint venture opportunity and that the completed business plan would return to Cabinet for final approval.

In order that the Council can proactively pursue its intention to be financially self-sufficient by 2020, it would be essential that the Council established the commercial vehicles necessary to provide opportunities to increase income and, where possible, reduce costs. The establishment of this joint venture company would enable the Council to protect its existing investment in CCTV services (people and equipment) whilst also creating opportunities to enhance the commercial potential of a business that is equipped to service a wider range of customers across the public, private and third sectors.

RESOLVED

a)  that the CCTV Development Overview presented a fair reflection of the broad potential benefits of establishing a partnership with an external joint venture partner;

b)  that the model described in the CCTV Development Overview be approved, as part of an EU compliant procurement process (Restricted Procedure with Competitive Dialogue), as the framework for negotiations with potential joint venture partners;

c)  that the Head of Community be authorised to undertake the procurement process, and to present information to the Executive Councillor for Commercialisation and Shared Services, and the HDC Ventures Ltd Board on the preferred partner; and

d)  that the Head of Community, in consultation with the Executive Councillor for Shared Services and Commercialisation, and the HDC Ventures Ltd Board be authorised to determine the preferred partner, and award the Contract.

To consider a report by the Head of Customer Service presenting an outline business case to support the viability of procuring a joint venture to operate and develop the print services elements of HDC’s Document Centre service.

(Executive Councillor: Cllr D Brown)

That the business case presents a fair reflection of the broad potential benefits of establishing a partnership with an external commercial print supplier.

That the information presented in the business case provides a robust basis upon which to initiate a procurement process to identify potential commercial partners.

That soft market testing continues in order to further develop the model set out in the business case, particularly in terms of evaluating market potential and projecting future sources and levels of income.

The model described in the business case be used, as part of an EU compliant procurement process (Restricted Procedure with Competitive Dialogue), as the framework for negotiations with potential commercial partners.

Consideration was given to a report by the Head of Customer Service to which was appended a Business Case (copes of which are appended to the Minute Book). Members were presented with a business case building the proposed basis for the procurement of a suitably qualified and experienced commercial partner to form a joint venture company to provide printing and related services. Executive Councillors were reassured that research showed that this was an area with growth and opportunities available for development.

In order that the Council can proactively pursue its intention to be financially self-sufficient by 2020, it would be essential that the Council established the commercial vehicles necessary to provide opportunities to increase income and, where possible, reduce costs. The establishment of this joint venture company would enable the Council to protect its existing investment in print services (people and equipment) whilst also creating opportunities to enhance the commercial potential of a business that is equipped to service a wider range of customers across the public, private and third sectors.

RESOLVED

a)  that the business case presented a fair reflection of the broad potential benefits of establishing a partnership with an external commercial print supplier;

b)  that the information presented in the business case provided a robust basis upon which to initiate a procurement process to identify potential commercial partners;

c)  that soft market testing continued in order to further develop the model set out in the business case, particularly in terms of evaluating market potential and projecting future sources and levels of income; and

d)  that the model described in the business case be approved, as part of an EU compliant procurement process (Restricted Procedure with Competitive Dialogue), as the framework for negotiations with potential commercial partners.

To consider a report by the Internal Audit and Risk Manager presenting the outcome of the annual review of the Risk Management Strategy.

(Executive Councillor: Cllr J A Gray)

That the annual review of the Risk Management Strategy be approved.

A report by the Internal Audit and Risk Manager to which was appended the Risk Management Strategy v14 (copies of which are appended in the Minute Book) was considered for approval. The annual review of the Risk Management Strategy was discussed with the amended option appraisal process explained in detail to Executive Councillors. Members were advised that due to the introduction of differing risk appetite levels it was no longer appropriate that risk treatment option forms are completed only for ‘high’ or ‘very high’ residual risks. It was noted that all risks that exceeded their risk appetite needed to be reviewed and a decision taken as to whether or not the level of residual risk was acceptable or not. Whereupon, it was

RESOLVED

that the annual review of the Risk Management Strategy be approved.

To consider a report by the Head of Operations summarising the recent round reconfiguration.

(Executive Councillor: Cllr J White)

That the implementation report and lessons learnt be received and noted.

That the Cabinet and relevant Officers be requested to undertake further investigation into potential savings opportunities relating to the scheduling of the green bin waste collections.

By means of a report by the Head of Operations appended to which were The Waste and Recycling Reconfiguration Project Milestones, the Communications Plan, The Customer Services Contact Report and the Missed Bins by Month (copies of which are appended in the Minute Book), the Cabinet was updated on the progress of the waste and recycling round reconfiguration. Executive Councillors had been informed that lessons had been learnt from the project and that a more robust middle management approach had been adopted as a result. The Cabinet was advised that the expected savings for 2017/18 were anticipated to be less than projected due to the need for transitional resources to support the significant change. Executive Councillors were interested to further explore further saving opportunities highlighted in the report relating to a seasonal approach to green bin collections and suggested that any further changes needed to meet expectations and level of service but maintain best value for the Council.  

RESOLVED

a)  that the implementation report on the Waste and Recycling Round Reconfiguration and lessons learnt be received and noted; and

b)  that the Cabinet and relevant Officers be requested to undertake further investigation into potential savings opportunities relating to the scheduling of the green bin waste collections.

To consider a report by the Corporate Team Manager presenting an update of the Peer Review Action Plan.

(Portfolio Holder: Cllr D Brown)

That the progress made in achieving the actions in the Peer Review Action Plan be received and noted.

Consideration was given to a report by the Corporate Team Manager to which was appended the Peer Challenge Action Plan Progress Report (copies of which are appended to the Minute Book). The Cabinet noted the twelve key areas which had been recommended for improvement following the Local Government Association Peer Challenge Team who undertook a review in 2016 and the progress made in each. Members were reassured that all actions were on course to be delivered.

RESOLVED

that the progress made in achieving the actions in the Peer Review Action Plan be received and noted.

To consider a proposal to change the governance of the fire and rescue service in Cambridgeshire.

(Portfolio Holder: Cllr Mrs A Dickinson)

That Option 3, the governance option, of the Police and Crime Commissioner’s (PCC) Fire Governance Consultation be supported: The Fire Authority is replaced by the Police and Crime Commissioner who becomes the new Fire Authority as a corporation sole. This is referred to as a “PCC style FRA”. The PCC would become the “Police, Fire and Crime Commissioner”.

The Chairman announced that he proposed to admit the following urgent item in accordance with Section 100B (3) (b) of the Local Government Act 1972 given there was a need an urgent decision being required.

Executive Councillors were invited to consider a report by the Head of Community to which was appended the Consultation on Fire Governance, Background Information provided by the Police and Crime Commissioner (PCC) and Cambridgeshire and Peterborough Fire Authority’s Response (copies of which are appended in the Minute Book). The Cambridgeshire Police and Crime Commissioner had been consulting on the proposal to change the governance of the fire and rescue service in Cambridgeshire. This follows Government legislation to promote greater joint working between emergency service organisations.

The Chairman of the Fire Authority County Councillor K Reynolds was invited to address the Cabinet on the matter after which the Cambridgeshire Police and Crime Commissioner District Councillor J Ablewhite was further invited to address Cabinet. Having heard arguments from both parties, a number of questions were put forward to both representatives.

The Cabinet considered that it was appropriate to respond to the Consultation on behalf of the Council as recommended by Overview and Scrutiny, whereupon it was

RESOLVED

that Option 3, the governance option, of the Police and Crime Commissioner’s (PCC) Fire Governance Consultation be supported: The Fire Authority is replaced by the Police and Crime Commissioner who becomes the new Fire Authority as a corporation sole. This is referred to as a “PCC style FRA”. The PCC would become the “Police, Fire and Crime Commissioner”.