Meeting Details

The Deputy Chief Executive presented an update against corporate projects currently being undertaken in the Council (CE.01/22).

The Deputy Chief Executive reported that the One Public Estate project had recently received an additional £100,000 in funding across Cumbria through the Opportunity Development Fund.

In considering the report Members raised the following comments and questions:

- What were the implications of not delivering the e-purchasing / ledger update?

The Deputy Chief Executive explained that the Local Government Reorganisation (LGR) was in the design phase and options were being prepare for a blue print of services.  Discussions on how the project would be best advanced would then take place.  The system that was in place was usable until decisions were made after Vesting Day.

- What was the impact on the Council of potential delays arising from Covid in the redevelopment of the Sands Centre and the impact of the increase in inflation?

The Deputy Chief Executive advised that the risks to the Council had been mitigated due to the nature of the contract and any impact would be on the contractor.  In response to a further question the Deputy Chief Executive clarified that the issues regarding staff were contractor and sub contractor issues and not GLL.  Although this risk had been identified in the report it had not materialised, however, it had been left in due to the recent increase in Covid 19 cases.

RESOLVED - That the Panel noted and commented on the most recent summary of projects and governance arrangements in place as contained in appendix 1, and the actions being taken to support projects with issues (CE.01/22)

- There was concern regarding the 'preparing for the future funding of local government from 2022' risk and its reliance on the outcome of the Fair Funding review.

The Deputy Chief Executive acknowledged concerns regarding the future funding especially of the new authority, the outcome of the Fair Funding review was an unknown and this was reflected in the high risk score.  He informed the Panel that the Corporate Director of Finance and Resources met very regularly with other Section 151 Officers to discuss the development of the new Council budgets and Medium Term Financial Plans from 2023.

In response a further question the Deputy Chief Executive commented that the officers within the Financial Services team had the strength and depth of knowledge to support the Corporate Director in the LGR work.  He acknowledged that there were challenges on resources due to ongoing key projects but in terms of operational functions, having sufficient resources was not a risk.

- A Member commented that the Council's budget had been agreed with some confidence, however the risks set out in the report caused concern.  Was there anything else that the Council should be undertaking to prepare?

The Deputy Chief Executive noted that the unknown nature of the LGR programme at this stage was a risk however there was nothing additional at this stage for the Council to plan for.  The lack of clarity at this stage was the unknown outcome of government settlements.

The Finance, Governance and Resources Portfolio Holder commented that the Council was in a fortunate financial position, he reminded the Panel that the finances of three district councils and part of Cumbria County Council would come together and this would reduce the risk.

- A Member highlighted the risk of financial impact on the Council's budget due to Covid and asked if it was related to inflation or a deficit in the collection fund.

The Deputy Chief Executive responded that the risk was high due to the loss of income, inflation rates and the impact of these which had not yet materialised such as a potential increase on debt management or recovery.

- Key officers were involved in the work of the LGR programme, who would monitor the impact on the delivery of essential services and resources?

The Deputy Chief Executive explained that there had been an intensive period of information gathering at the start of the year, this had eased and the programme was now in the design phase preparing blueprints for the configuration and structure of services.  The Senior Management Team monitored the situation closely and did not feel that there was an impact on services at this stage however there was a back fill capacity available to use should it be required.  The risk was in place to ensure that there were options in place to mitigate the risk should it materialise.

-What was the risk to the economic regeneration projects if the new authority did not place the same political importance on them?

The Deputy Chief Executive reminded the Panel that the Programme Management Board had staff dedicated to the projects, those staff were not involved in the LGR work. 

The Finance, Governance and Resources Portfolio Holder informed the Panel that all areas in the new authority had been successful in the Town Deal and Future High Streets Funding and would all want their projects to progress.  The merging of the authorities would potentially result in an increase of project resources.

RESOLVED – That the Panel scrutinised and commented on the current Corporate Risk Register (CS.15/22) 

The Deputy Chief Executive submitted an update on the delivery and use of Squad Working principles and groups within the Council (CS.18/22).

The Deputy Chief Executive detailed some examples of how Squad Working had been used within the authority.

In discussing the report the Deputy Chief Executive clarified that the terminology used in the delivery of the principles had been purposefully different to previous principles to ensure that new practices were used and considered.  The Squad's were built on the skills of individuals and those that had the capacity to undertake the short but intensive work.

RESOLVED - That the Panel had reviewed the progress made on Squad Working (CS.18/22) and requested further information be circulated to the Panel detailing the projects that Squad Working had been used for and the outcomes.