Recommendations on page 81
RESOLVED that Executive agreed to the Transformation Programme changes as outlined in the report.
Executive considered the report of the Portfolio Holder – Partnerships and Leisure which provided an update on the Transformation Programme and sought approval to change the emphasis of the programme, post Covid-19 to focus more on strategic projects with reduced governance.
It was noted that the Transformation Programme had achieved great things since its adoption in late 2018 which would have a lasting impact on the organisation. However it was recognised that Covid-19 had significantly changed the context in which the programme operated and the Council needed to be agile and adaptive to the risks and opportunities presented.
The importance of staff development and the need to review all council servicers was recognised and the Leadership Programme and Service Reviews were to continue as a fundamental part of the Transformation Programme. Executive were advised that the first cohort on the Leadership Programme were about to resume, and a second cohort would start in the next year as planned.
The proposed changes to the programme were detailed in the report, and summarised below:
· Reduction in governance of the programme which was recognised to be resource intensive, due to the number and frequency of meetings
· Monitoring of historic project ideas was to be replaced by monitoring of strategic transformation projects. There would also be no further ‘open call’ for project ideas from staff, which would be replaced with direct engagement with staff on specific issues.
· Financial savings would be monitored via the existing ‘line by line’ annual budget review process to remove the risk of double counting savings
· Strategic Projects included home/agile working; review of vacant space; Development of Leisure Infrastructure; Bolsover Homes; Pleasley Vale Mills; Corporate Asset Carbon Reduction; Climate change marketing campaign.
Further strategic projects had been identified, agreed between the Council and the local MP, Mark Fletcher. These were to be added to the list of transformation programme strategic projects as they become closer to a delivery phase:
· The development of a new purpose-built growth corridor to Shirebrook
· The development of the Treble-Bob roundabout in Barlborough
· An extension of the Robin Hood Railway Line from Shirebrook to Ollerton
· The development of a new passenger service and station in Pinxton
· Strongly lobbying HS2 to reconsider the routing of the line through the district
· The development of new cycling opportunities across the district
· The development of further education provision in Bolsover, one of the few local authority districts in the country without any post 16 educational opportunities
· To pursue the development of a Green Enterprise Zone, and other opportunities for regeneration and the creation of skilled job
· To work closely with the four town and parish councils of Bolsover, Clowne, Shirebrook and South Normanton in anticipation of future Towns Deal bids.
· A positive outcome for the district through Vision Derbyshire and Local Government Reform.
Members discussed their support for the programme and the proposals for reducing costs and bringing forward projects of strategic importance, generating income with new ideas and investments, such as at Pleasley Vale Mills. It was noted that many of the scheme were about supporting the economy and job creation.
In relation to the Home/Agile Working project, Members noted that performance was important, as it mattered ‘what work you do, not where you do it’.
The Portfolio Holder – Partnerships and Leisure requested that a report on achievements under the Transformation Programme be compiled and circulated to all Members.
Moved by Councillor Mary Dooley and seconded by Councillor Duncan McGregor
RESOLVED that Executive agree to the Transformation Programme changes as outlined in the report.
REASON FOR DECISION:
The proposals built upon the actions in the Covid-19 recovery plan, to reduce the resource heavy governance arrangements and focus on key strategic projects that had the ability to deliver the key drivers of the transformation programme.
OTHER OPTIONS CONSIDERED:
The option to continue with the existing programme unchanged was rejected as this would have been less efficient and less focussed on strategic projects.