Minutes for Executive meeting, Nov 3 2009, 7.30PM official page

RESOLVED that the minutes of the meeting held on 29 September 2009 be confirmed as a correct record. 

Following concerns raised by Councillor Howard Jones, the Scrutiny Panel has reviewed the Executive’s decision of 12 February 2009 to award the second year of a three year strategic grant to the Kingston Tamil School.  Having considered documents, and heard from a number of people, the Panel decided to request the Executive to review its decision of 12 February based on the evidence in the Audit Investigation report with particular reference to three specific issues raised in the report.

Having considered the outcome of the Scrutiny Panel review, the Internal Audit investigation, and the responses from the Kingston Tamil School and been advised that progress against all of the recommendations made in the investigation report will be monitored on a regular basis and will also be reviewed in the context of the next grant round, it is proposed to proceed with the payment of the balance of the grant for the current financial year in accordance with the decision already taken by the Executive.

RESOLVED that

1.         the Scrutiny Panel be thanked for its work;

2.            officers be asked to continue to work with Kingston Tamil School to complete the implementation of the recommendations set out in the investigation report;

3.         it be noted that the Scrutiny Panel made no recommendations in relation to the continuation or otherwise of the grant; and

4.         it be confirmed that payment of the remainder of the grant for the year 2009/10 should be made.

Reason for decision

To enable officers to continue to work with the Kingston Tamil School to implement recommendations arising from the investigation and for the grant to be paid. 

The Executive in July 2007 declared Ravens Ait surplus and authorised its disposal on terms to be agreed by the Borough Valuer, subject to certain arrangements concerning use of parts of the property by the 1^st Surbiton (Sea Lion) Sea Scouts.  Plans to dispose of the freehold to the existing tenant were abandoned last year when the tenant company advised it did not wish to proceed and would be vacating the premises on 31 December 2008.

Following advertisement on the open market eleven offers and two expressions of interest were received. In addition, the group of people who squatted on the island during March and April 2009 have proposed that the property be used as a community and environment centre, and educational/recreational facility.  The Executive was considering these offers.

Mr Roger Jones, speaking on behalf of the 1^st Surbiton (Sealion) Sea Scouts, raised issues about the Group’s future on the island.  Councillor Derek Osbourne, Leader of the Council, assured Mr Jones that it was the Council’s intention that the Sea Scouts would be able to continue to use the island. 

It was agreed that as Members wished to discuss details of the offers, the decision would be taken in the exempt section of the meeting.

The current national financial regime restricts the Council’s ability to invest in its directly owned housing stock; some £7m, which is around a third of Kingston’s total rental income, is taken by the Government to fund social housing elsewhere in the country.  The Executive in July looked at action to address the resulting impact this has on investment together with the outcome of a consultation with tenants.  The consultation showed that whilst tenants understand the restrictions placed on the Council they do not yet support the preferred technical solution of stock transfer.

Since then, further work has been carried out on options for securing more investment in the Council’s housing stock, and proposals include

·                    the partial transfer of blocks or estates where residents are in favour of doing so;

·                    the “trickle” transfer of empty properties to a new landlord to enable these, and other properties to be modernised; and

·                    setting up a new, community-based organisation with residents themselves in the lead, to be at the centre of these initiatives

These options illustrate the potential for repairing and improving homes, as well as reversing the rise in the proportion of homes not meeting the Decent Homes Standard.  These proposals will be discussed with residents; Government support will also be needed.

The Government’s intention to dismantle the current housing finance system is welcomed, but its proposals for the future are not sufficient to enable the Council to make the investment needed in its housing, do not give a time for implementation and include a plan that could result in Kingston taking on additional debt of between £85m and £136m from other authorities.  A response to be made to the Government’s consultation is endorsed.

Councillor Paul Johnston, speaking as Chair of the Housing Consultative Committee, which has considered the proposals, commented on the disappointment at the Government’s reform proposals and the implications for Kingston.  He advised that the Housing Consultative Committee supported the action being proposed and emphasised that residents must be involved in the discussions.  The Committee also supported a proposal by the Kingston upon Thames Federation of Residents’ Associations relating to resident participation.  Mr Sadiq Mohamed speaking on behalf of the Federation said its proposal was to ensure that residents took part in the research into solutions, as part of the consultation process.  Mr Ray Austin, a leaseholder commented that no specific mention was made in the report of the affect on leaseholders.  He believed leaseholders did not currently get a good service for the fees they pay, nor were lease terms met by the Council in some instances.  Councillor Ian George, Shadow Executive Member for Housing supported proposals for local solutions and communication with residents.

Having heard these representations and discussed the proposals the Executive RESOLVED that

1.         the potential for the partial stock options to bring additional investment into Council homes, including making progress towards meeting the Decent Homes Standard, in a manner and timescale fully consistent with the Council’s longer term strategic direction be noted;

2.            residents pursuing  ...  view the full minutes text for item 68.

The Agreement, Annex 1 – is circulated separately 

Kingston and Croydon have joined together in an ambitious BSF partnership to improve learning and attainment and achieve consistently high and sustainable life chances for Kingston’s young people.  In order to bring about these changes and facilitate effective working between their respective teams Kingston and Croydon need to establish an Inter Authority Agreement (IAA) to govern this joint working relationship.  This will cover governance arrangements and mutual obligations leading to the procurement of a joint Local Education Partnership (“LEP” company) and appointment of consultants to carry out work in both Boroughs. The joint LEP and consultants will facilitate the delivery of the Building Schools for the Future (BSF) programme for each Borough.

RESOLVED that the principles of the proposed Inter Authority Agreement with the London Borough of Croydon be agreed and, subject to a decision of the Croydon Cabinet approving the proposed terms of the Inter Authority Agreement the Head of Legal Services be authorised to conclude and execute the Inter Authority Agreement.

Reason for decision

To formalise the governance arrangements and mutual obligations with the London Borough of Croydon leading to the procurement of a joint LEP for the delivery of the BSF programme. 

The Core Strategy document, Annex 1 is circulated separately 

To meet Government planning requirements all Councils are preparing Local Development Frameworks to replace their Unitary Development Plans. The Core Strategy forms a key part of the Local Development Framework.  Its preparation  involves gathering evidence, consultation at each stage, submission to the Secretary of State for Examination before final approval and adoption due in May 2012. 

The process for preparing Kingston’s Core Strategy has been overseen by the Local Development Framework Members’ Steering Group.  Public consultation on Issues and Options was undertaken earlier in the year included the three options (Focussed Development, Dispersed Development and Targeted Development) and resulted in 704 responses.  The Core Strategy Preferred Strategy document identifies the key findings of public consultations in relation to proposed strategies and guidance. 

The Preferred Strategy document now being approved sets out the spatial strategy that the Council wishes to promote. The framework for this document is based on the Kingston Plan and the issues that have emerged from previous Core Strategy consultations and evidence studies. The Core Strategy has been structured around the three themes in the Kingston Plan (A Sustainable Kingston, Prosperous and Inclusive, Safe Healthy and Strong) and the objectives that were supported through consultation have been retained and now link to Thematic Policies grouped under the same three themes. This provides a clear structure for the preferred approach.

The approved draft Core Strategy will be subject to a further consultation period from 30^th November, which will include submission to Neighbourhood Committees, before the next stage.

Councillor David Cunningham, Shadow Executive Member for Environment, Sustainability and Climate Change in commenting on the document also referred to three consultation documents which the Mayor of London has issued recently, and asked that consideration of the response be dealt with strategically with opposition Members being included.  Councillor Derek Osbourne, Leader of the Council agreed that opposition Members would be included in discussions on the response to these consultations.

RESOLVED that

1.         the Preferred Strategy Core Strategy be approved for public consultation and the Service Director (Planning and Transportation), be authorised, in consultation with the Executive Member for Planning and Regeneration, to make any necessary minor amendments to the Core Strategy Preferred Strategy document, prior to public consultation; and

2.         the responses received on the Issues and Options consultation, which has been used to inform the Preferred Strategy Core Strategy, be noted.

Reason for decision

To enable the Council to publish a consultation draft Core Strategy Preferred Strategy in autumn 2009 to meet the timetable to prepare the Core Strategy.

This second report outlined progress to date in implementing the OneCouncil Programme.  Good progress has been maintained on the Customer First (OCP1), Community Hubs (OCP2), Commissioning (OCP3) Organisational Development (OCP7), One Council Manager (OCP8), SLT (OCP9) and PMO (OCP10) Projects.  The focus for Business Infrastructure (OCP4) has narrowed to address primarily financial matters and Project Management arrangements have been strengthened considerably resulting in more appropriate progress being made.  Project Management arrangements have been further strengthened for ICT (OCP6) and the recovery process seems to be creating a sustainable momentum for this project. Such arrangements still need to be strengthened for Assets (OCP5).

Further progress reports on implementing the OneCouncil Programme will be submitted to the Executive on 9 March and in May/June 2010.

RESOLVED that the progress of the OneCouncil Programme be noted and it be noted that further reports will be submitted to the Executive in line with the revised and indicative schedule of 9 March and in May/June 2010.

Reason for decision

To be informed of the current progress on the OneCouncil Programme. 

The One Council Organisation (OCP7) and the One Council Manager (OCP8) are the two people and culture related projects within the OneCouncil programme, both are cross-cutting and focus on how the Council works and the organisation’s culture.

The vision for the One Council Organisation (OCP7) is to ‘Achieve a workforce culture, which welcomes and contributes to the challenges created by the destinationKingston vision.’  The People Strategy for the Council has been revised to reflect the requirements of destinationKingston and the OneCouncil programme.  The project comprises four work streams;

·        Engagement and Communication – various activities have taken place to date to ensure that regular, clear and consistent messages are provided to staff, and that they are given opportunities to contribute to the change process. 

·        Managing Change – this will ensure that the organisational changes required are managed consistently, fairly and in accordance with agreed policies and procedures.  A framework has been developed for managers’ use.

·        Review of Organisational Development – this constitutes a range of activities related to the development and engagement of the Council’s workforce

·        Developing OneCouncilStrategic Business – this incorporates all the non-finance related aspects of the Business Infrastructure Project (OCP4) and the review will create a corporate framework for the provision of strategic business functions.

Work has progressed well on these work streams and next steps for each have been developed and are being implemented.

The vision for the One Council Manager (OCP8) is ‘RBK has a consistent, organisation and leadership culture that inspires and motivates people and teams to deliver the best results for residents’.  The key outcome to date is the development and launch of the OneCouncil Leadership and Management Framework which  will support the development of this culture and outline the expectations of managers at all levels across the organisation to achieve destination Kingston.   The Framework will be embedded through all the Council’s recruitment and performance management processes.

RESOLVED that the following action be noted:

1.         OCP 7 – OneCouncil Organisation:

A.   Progress on engaging all staff in the OneCouncil Programme and the next steps;

B.   The development of a revised OneCouncil People Strategy to lead and support the change programme;

C.   The development of a Managing Change Framework – a guide for managers to ensure consistent and high standards of practice in managing organisational change;

D.   Progress and next steps on the review of organisational development, people and resources across the Council;

E.   The transfer from OCP 4 Business Infrastructure project to OCP 7 of ‘Strategic Business’ and the progress and the next steps.

2.         OCP 8 – OneCouncil Manager

A.   The development and launch of the OneCouncil Leadership and Management Framework;

B.   Next steps in embedding the Leadership and Management Framework into practices and procedures.

Reason for decision

To be informed of the progress with these projects which will play a major part in developing the culture, business model and leadership behaviours required to deliver successful outcomes for all the One  ...  view the full minutes text for item 72.

The information in the exempt section of the agenda relates to Ravens Ait, Portsmouth Road – Appendix G refers - and may be considered in private if the Executive agrees that, under Section 100(A)(4) of the Local Government Act 1972, the public are excluded from the meeting on the grounds that it is likely that exempt information, as defined in paragraph 3 as stated of Part I of Schedule 12A to the Act, would be disclosed.  This paragraph cover details the financial and business details of individuals, businesses or the authority.   

RESOLVED  that under Section 100(A)(4) of the Local Government Act 1972, the public are excluded from the meeting on the grounds that it is likely that exempt information, as defined in paragraph 3 set out of Part I of Schedule 12A to the Act, would be disclosed.

Following discussions about the terms of the offers, and other possible uses for the island it was RESOLVED that

1.            Ravens Ait, be leased with vacant possession, to Antoinette Hotels, on the basis set out in Annex 1 of Appendix G set out in the exempt section of the agenda, subject to the Borough Valuer being authorised, in consultation with the Leader of the Council, to amend the length of the lease, if deemed appropriate, following discussion with Antoinette Hotels; and

2.            officers be authorised to complete the matter as soon as possible.

Reason for decision

To enable the property to be brought back into use and secure an income for the Council whilst retaining control, as landlord, over how the property is used.