Recommendation[i]

Cabinet

Member[ii]

Response[iii]

Timetable[iv]

Lead Officer[v]

It was recommended that:

a)   Opportunities for pre-scrutiny should be provided within existing governance arrangements at each authority prior to any new shared service proposals being considered at a tri-Cabinet meeting (i.e. after MKIP Board approval, if not before);

Leader

The principle of pre-decision consideration of significant decisions is fully supported.

Pre-decision scrutiny of Cabinet decisions is currently achieved through Overview and Scrutiny Committees. From May 2015 the Committee governance system will be in place; pre-decision “scrutiny” can be achieved in a variety of ways within this system. It will be for the Policy and Resources Committee to ensure that this is undertaken.      

Continuing

Chief Executive

b)   That Joint Overview & Scrutiny task and finish groups should be convened by the Overview and Scrutiny Committee(s) of the individual authorities, as necessary, to jointly review any major issues that arise in regard to shared service delivery and also any new options, such as the possibility of contracting to deliver a shared service for an authority outside the partnership;

Leader

The principle of joint review of the performance of or alternative models for shared services is supported.

The convening of task and finish groups by Overview and Scrutiny is a matter for Overview and Scrutiny and not for Cabinet.

From May 2015 the Committee governance system will be in place. It will be for the Policy and Resources Committee to decide whether or not to convene/participate in any joint task and finish group; this could be achieved by nominating Members of the Committee or other members of the Council to participate 

Continuing

Chief Executive

c)   That the MKIP Board will notify the Overview and Scrutiny functions of each authority when there are potential items of interest that a joint task and finish group could review on their behalf

Leader

In our current governance arrangements it is for Overview and Scrutiny to consider the potential items that it wishes to review and it is not for Cabinet to presume what they might be.

It is essential that the business of the MKIP board is transparent and accessible so that any Member can see what is under consideration.

The Maidstone representatives on the MKIP Board are the Leader of the Council and the Chief Executive. From May 2015 the Leader will also chair the Policy and Resources Committee and will be in a position to ensure that the Committee is briefed enabling potential items of interest to be identified for review or pre-decision scrutiny.

Continuing

Chief Executive

d)   That the creation of the Mid Kent Services Director post should be favourably considered in light of the value already placed on this role by members of the Shared Services Boards and others, as it provides a single point of contact for the MKIP Board and Mid Kent Service Managers;

Leader

The terms of reference of the Joint Scrutiny Task and Finish Group covered governance arrangements, communication and the objectives of the MKS Director and how these would be measured. This recommendation falls outside the remit of the Group.

The Cabinet while noting the view of O&S believes that it is essential that the position of MKS Director, which is currently a trial arrangement, is properly evaluated before any decision about the future of the role is made. This should take place in accordance with the timetable agreed by the MKIP Board and be conducted on an evidential basis including the assessment and conclusions from the independent review group which is chaired by Zena Cooke (MBC Director of Regeneration and Communities) as well as giving consideration the resources available to fund the post and the consequences for the senior management structure of the partner authorities.

Chief Executive

e)   That the role of the MKIP Programme Manager should be re-examined and aligned with the reporting arrangements arising from the appointment of a Mid Kent Services Director (if the post is confirmed);

Leader

This recommendation is related to management issues and not issues of governance or communications and therefore lies outside the remit of the task and finish group.

The remit of the MKIP Programme Manager is clear and was established at the outset of the partnership specifically to support the MKIP partnership particularly the MKIP Board, MKIP Chief Executives and previously the MKIP Management Board and now provides support to the Shared Service Boards

If MKIP is to continue to develop positively then this support is essential and is not affected by confirmation of the  MKS Director role.   

Chief Executive

f)    That early consideration should be given to transferring the management of the Planning Support and Environmental Health shared services under the Mid Kent Services umbrella as soon as possible

Leader

This recommendation is related to management issues and not issues of governance or communications and therefore lies outside the remit of the task and finish group

The Planning Support service is “hosted” (inasmuch as the Shared Service manager is employed) by Maidstone and Environmental Health by Tunbridge Wells. Therefore the line management of these services are a matter for each of the host authority.

It has been the practice of MKIP partners to work collaboratively and establish consensus in terms of management arrangements. We would expect to have constructive and meaningful discussions about any changes in current arrangements.

It would be prudent to review the current arrangements in the light of any future decision concerning the MKS Director role (which could continue as a trial, become a permanent arrangement or discontinue). Changing reporting lines while this outcome remains uncertain would be premature.

Chief Executive

g)   That a toolkit is created to assist managers in their role as internal clients of shared services

Cabinet Member for Corporate Services

This recommendation is related to management issues and not issues of governance or communications and therefore lies outside the remit of the task and finish group

Nevertheless we recognise the need to further improve the clienting arrangements for shared services. The Director of Environment and Shared Services has taken the lead on this from a Maidstone perspective and will continue to work with CLT and SLT colleagues to achieve this.   

Director of Environment and Shared Services

h)   That (where appropriate) shared services create a service catalogue for their service that will help internal clients to better understand the extent of the service they provide

Cabinet Member for Corporate Services

Cabinet is clear that clients for shared services have responsibility for defining the services required in terms of scope and standards at a cost that is affordable. The process for establishing the service to be provided is clear and reflected in a service level agreement and the shared services’ service plans.

There is a number of ways in which internal clients can improve their understanding of services provided by MKS. Current examples include regular surgeries eg between Planning and Legal Services. A directory of services may also assist

Director for Environment and Shared Services

i)     That a joint communications plan is developed to improve staff and member awareness and understanding of MKIP (shared service development) and MKS (shared service delivery)

Cabinet Member for Corporate Services

Cabinet support this recommendation

Continuing

Head of Policy and Communications

j)    That the MKIP Board has responsibility for the effective implementation of an agreed communications plan and ensures  its delivery is resourced appropriately

Cabinet Member for Corporate Services

Cabinet agrees that there is a need to significantly improve communication with respect to the MKIP partnership – both internally and externally and that the MKIP Board should contribute at a strategic level eg agreeing the objectives for a communications plan while the MKIP Chief Executives actively monitor the impact of the plan and day to day implementation is undertaken by the MKIP Programme manager working closely with the communications teams in all three authorities

Continuing

Head of Policy and Communications

k)   That communication should be improved between the newly created Shared Service Boards and the MKIP Board to ensure the latter is fully aware of any major service issues and any suggested options for change

Leader

Clear reporting arrangements between Shared Service Boards and the MKIP Board are in place. Although these arrangements are relatively recent they have quickly become embedded and are working well.   

Continuing

Chief Executive with the Director of Environment and Shared Services

l)     That client representatives on the Shared Service Boards should ensure the outcomes of their meetings, including any related direction coming from the MKIP Board, are effectively cascaded to relevant staff within each authority

Leader

Cabinet supports this recommendation. At Maidstone BC there is a regular briefing meeting led by the Director of Environment and Shared Services with SLT colleagues which enables two way communication

Continuing

Director of Environment and Shared Services

m) That future MKIP Board meetings should be held and papers published in accordance with the appropriate local authority access to information regulations

Leader

Cabinet agrees that MKIP papers should be openly available and through a process which reflects the spirit of the access to information legislation.

Continuing

Chief Executive

n)   That given the change in governance arrangements at Maidstone BC from May 2015, consequential amendments be made to reflect that the Overview and Scrutiny function will be absorbed within the Policy and Resources and three other service committees

Leader

The new Maidstone BC constitution is currently being drafted. Please also see responses (a) and (b) above

April 2015

Chief Executive