Agenda and minutes

Apologies for absence were received from Councillors Atkinson, Fairclough and Veidman.

Members are requested at a meeting where a disclosable pecuniary interest or personal interest arises, which is not already included in their Register of Members' Interests, todeclare any interests that relate to an item on the agenda.

Where a Member discloses a Disclosable Pecuniary Interest, he/she must withdraw from the meeting room, including from the public gallery, during the whole consideration of any item of business in which he/she has an interest, except where he/she is permitted to remain as a result of a grant of a dispensation.

Where a Member discloses a personal interest he/she must seek advice from the Monitoring Officer or staff member representing the Monitoring Officer to determine whether the Member should withdraw from the meeting room, including from the public gallery, during the whole consideration of any item of business in which he/she has an interest or whether the Member can remain in the meeting or remain in the meeting and vote on the relevant decision.

No declarations of any disclosable pecuniary interests or personal interests were received.

Minutes of the meeting held on 1 November 2018

Decision Made:

That the minutes of the Cabinet meeting held on 1 November 2018 be confirmed as a correct record.

The Chair reported with sadness and regret on the recent death of Mrs Lyn Shaw, the wife of Councillor Simon Shaw and extended the thoughts and sincere condolences of the Cabinet Members to Councillor Shaw, his family and friends on their very sad loss.

Decision Made:

That a letter of condolence be sent to Councillor Shaw on behalf of the Cabinet expressing sympathy to him and his family on the very sad loss of his wife and their mother.

Report of the Chief Legal and Democratic Officer

Councillor McKinley, the Lead Member of the Working Group will attend to present the conclusions and recommendations set out in the report

The Cabinet considered the report of the Chief Legal and Democratic Officer which incorporated a copy of the final report produced by the Working Group appointed by the Overview and Scrutiny Committee (Regulatory, Compliance and Corporate Services) to review the opportunity for the Council in supporting and enabling Digital Inclusion within the Borough of Sefton and the wider City Region.

Councillor McKinley, the Lead Member of the Working Group outlined the conclusions and recommendations set out in the report. 

Decision Made:

Report of the Head of Strategic Support

The Cabinet considered the report of the Head of Strategic Support which provided details of the key findings from the Local Government Association (LGA) Peer Review undertaken in September 2018 and sought approval to develop an action plan responding to the Peer Review Team’s recommendations. The full feedback report produced by the LGA Peer Review Team was appended to the report.

The report indicated that the Peer Review Team had considered the following five core themes:

·       Understanding local context and priority setting

·       Leadership of place

·       Financial planning and viability

·       Organisational leadership and governance and

·       Capacity to deliver.

In addition to the five core themes the peer review focused on the progress that the Council has made in implementing its ‘vision for change’ and the Councils approach to commercialisation. 

The Peer Review Team had summarised the Council’s strengths as; 

•       Knowledge of Sefton ‘the place’ is strong.

•       Strong political and managerial leadership.

•       Vision is in place, priorities have been set and transformation plan in place – which is significant.

•       Local Plan is in place which has required difficult decisions.

•       Medium Term Financial Plan linked to strategy and priorities.

•       Committed and passionate workforce.

•       Strong partner relationships.

•       Self-awareness and willingness to reflect.

•       Successfully managed a 51% reduction in grant funding and put in place a 3-year budget.

•       Localities model is the right direction

The Peer Review Team had also suggested some areas for the Council to consider and these were detailed in the full feedback report.

Members of the Cabinet referred to the high level of self-awareness; the high level of commitment by staff and partner organisations, the approach to developing Sefton 2030 and the strong financial planning that has enabled the Council to successfully manage a 51% reduction in grant funding which are all reflected in the feedback report and they looked forward to receiving the action plan at their next meeting. The Cabinet asked that their thanks to the workforce be put on record.

Decision Made: That

(1)      the Cabinet record their thanks to the LGA Peer Review team and welcome the feedback report;

(2)      the Cabinet also record their thanks and appreciation to all the members of staff and partner organisation for their commitment and endeavour to deliver an excellent service for the local community

(3)      the recommendations set out in the feedback report be accepted; and

(4)      Officers be authorised to develop an associated action plan to be considered by the Cabinet in January 2019.

Reasons for Decision:

Peer Reviews are a proven tool for sector-led and the Council has always been open to learning from others and sharing our good practice.

The challenge provided external recognition of the things it believes the Council is doing well, highlighted where the Council can learn from other councils in light of best practice elsewhere and has recommended a number of key actions.

Alternative Options Considered and Rejected:

Not to commission the LGA peer review process.

Report of the Chief Legal and Democratic Officer  

The Cabinet considered the report of the Chief Legal and Democratic Officer that sought approval of a Programme of Meetings for the 2019/20 Municipal Year.

Decision Made:

That the Programme of Meetings for the Cabinet, Public Engagement and Consultation Panel, Sefton Safer Communities Partnership and the Health and Wellbeing Board for 2019/20, as set out in Annexes A and D of the report be approved.

Reasons for the Decision:

To enable the business of the Council and its various Committees/bodies to be conducted during the 2019/20 Municipal Year.

Alternative Options Considered and Rejected:

None. The Council has to produce a timetable of meetings.

Report of the Head of Corporate Resources

The Cabinet considered the report of the Head of Corporate Resources which provided details of the current forecast revenue outturn position for the Council for 2018/19 and potential impact on the 2019/20 budget; the current forecast on Council Tax and Business Rates collection for 2018/19 and the current position of the 2018/19 Capital Programme.

The Head of Corporate Resources reported that the Local Government Financial Settlement had been due to be published that day but had been delayed until the meaningful vote on the Brexit deal had been held in Parliament on 11 December 2018. Officers would then assess the impact of the Financial Statement and the details would be made available to Members at the earliest opportunity.

Decision Made: That:

(1)      approval be given to the implementation of the mitigating actions to deal with the significant budget pressure that have been identified and are detailed within the report;

(2)      in the event that there is material change to the 2018/19 outturn

forecast, additional remedial measures should be identified in order that a balanced budget position can be achieved;

(3)      as a result of the impact of the current financial position in 2018/19,

and its subsequent impact on the 2019/20 budget, officers continue to identify new budget saving proposals for Members to consider in order that a robust and sustainable budget can be set for 2019/20; and

(4)      approval be given to the transfer of £0.500m from various uncommitted Earmarked Reserves and balances to the Community Transition Fund.

Reasons for Decision:

To ensure Cabinet are informed of the forecast outturn position for the 2018/19 revenue and capital budgets as at the end of September 2018 and to provide an updated forecast of the outturn position with regard to the collection of Council Tax and Business Rates.

In March 2017 Council approved a three-year budget plan to March 2020. The final two years of this plan were revised in March 2018 as part of the process of setting the 2018/19 budget. The Council is half way through the second year of the budget plan and remains confident that the strategic approach to budget planning alongside good financial management and extensive community engagement means that it will secure future sustainability to 2020 and beyond. However, in year demand for social care services is currently resulting in the costs for these services exceeding the budget. Corrective action will be required to bring the overall budget into balance before the end of the financial year if the position worsens over the coming months. 

Alternative Options Considered and Rejected: 

None.

Report of the Head of Corporate Resources

The Cabinet considered the report of the Head of Corporate Resources which provided details of the Treasury Management activities undertaken during the six-month period to 31 October 2018.

Decision Made:

(1)      the Treasury Management update to 31October 2018 be noted:

(2)      the effects of decisions taken in pursuit of the Treasury Management Strategy be noted; and

(3)      the implications of changes resulting from regulatory, economic and market factors affecting the Council’s treasury management activities be noted.

Reasons for Decision:

To ensure that Members are fully appraised of the treasury activity undertaken to 31^st October 2018 and to meet the reporting requirements set out in Sefton’s Treasury Management Practices and those recommended by the CIPFA code.

Alternative Options Considered and Rejected:

None.

Report of the Head Adult Social Care

The Cabinet considered the report of the Head of Adult Social Care which sought approval to commence a procurement exercise for the provision of complex care and support services.

The report also provided details of the proposed approach for the procurement under Liverpool City Region (LCR) joint working arrangements using the flexibilities permitted under the ‘light touch regime’ for social and other services as listed at Schedule 3 of the Public Contracts Regulations 2015, whereby the LCR intends to create a bespoke Flexible Purchasing System (FPS) which will operate as a common, shared ‘marketplace’.

Decision Made: That

(1)      approval be given to the commencement of a procurement exercise, to be led by Liverpool City Council as part of LCR joint working arrangements, which will encompass a Flexible Purchasing System (FPS) being implemented from April 2019, for the provision of Complex Care and Support services;

(2)      the Head of Adult Social Care in consultation with the Cabinet Member (Adult Social Care) be granted delegated authority to implement decisions regarding the FPS procurement evaluation criteria, service specification, outcome and quality monitoring framework, and contractual terms. Such decisions to be made in advance of any procurement exercises commencing and will be collective decisions by all participating authorities; and

(3)      following its establishment, authority be given to the use of the FPS for the future procurement of complex care and support services, where an options appraisal, as described in this report, has determined it to be the most appropriate approach.

Reasons for Decision:

Following endorsement of the Liverpool City Region (LCR) Devolution Agreement in June 2015, Health and Social Care leaders across the six Local Authorities (Sefton / Halton / Knowsley / Liverpool / St Helen’s / Wirral), were tasked with exploring the potential for greater collaboration. 

The LCR Strategic Leadership Board has identified an opportunity to create a single FPS for adults with complex care needs as a key development in the collaborative working programme. The FPS will create a single-entry point for the six Local Authorities and Clinical Commissioning Group (CCG) partners to commission services and a single route for providers to register to supply services. There will be a common set of contract terms and service specifications in operation across LCR which will include a shared outcome and quality monitoring framework.

Alternative Options Considered and Rejected:

Maintaining the Status Quo – this was not considered a viable option as the current mechanism for the procurement of Complex care and support services in Sefton does not encompass any collaborative working and as result, Sefton are unable to benefit from the collective buying power that the proposed approach encompasses in that all authorities will be able to better shape the overall market and encourage more innovation and higher quality from providers. In addition, feedback from Providers indicated that the proposed approach to jointly procure services was viewed by them as being more efficient in that in means that Providers do not have to go through numerous separate procurement exercises which are onerous  ...  view the full minutes text for item 72.