(1)

subject to work undertaken by Strategic Housing Services in priority neighbourhoods being continued to be known as ‘neighbourhood management’, locality and neighbourhood working is renamed ‘neighbourhood working’ (Task and Finish Group Recommendation (R1);

(2)

best practice protocols regarding neighbourhood meeting arrangements are produced and shared amongst Neighbourhood Liaison Officers (NLO) and newly designated Senior Management Team members, with a view to promoting, implementing and monitoring consistent high quality arrangements.  This would include flexibility over meetings to allow joint neighbourhood meetings up to ward level (only) if agreed locally (R3);

(3)

the role and identity of members are included in publicity regarding neighbourhood meetings (R4);

(4)

NLO roles are reviewed to ensure that skill sets of individuals match the demands of the job and specific training needs analysis is  carried out to ensure training and development is available where

needed.  Line managers of NLOs will include the role within the NLO’s personal objectives, and will seek feedback from councillors at appraisal. NLO’s and their line managers will ensure that the role is integral to, rather than in addition to their work programme, and that adequate support is available to assist them in the role (R5);

(5)

analysis of repeat issues in neighbourhoods, and of complaints is undertaken to ensure that the necessary learning is taking place. This practice will be included in best practice protocols for

neighbourhood working (R7);

(6)

a review is undertaken by the Customers and Communities Overview and Scrutiny Panel and a report submitted to the Overview and Scrutiny Management Board with respect to the role of community infrastructure and community anchor organisations in supporting neighbourhood working and combine with decision (8) below (R8);

(7)

neighbourhood profiles are reviewed and updated in line with the findings and recommendations of this review (R11);

(8)

a review is undertaken of communication methods around neighbourhood working, with recommendations back to the Customers and Communities Overview and Scrutiny Panel and

combine with decision (6) above (R12);

(9)

with regard to R14 that a review of these arrangements is carried out as a Task and Finish Group in July 2012, it is suggested to the Overview and Scrutiny Management Board that the review is held later to allow a full 12 months of implementation under the new arrangements;

(10)

the Management Board’s  ...  view the full minutes text for item 50.

(1)

discontinue Locality Teams, set up as part of Locality and Neighbourhood Working arrangements in February 2010 and rescind the lead ward councillor decision.  A member of the Council’s Senior Management Team (SMT) should be nominated for each ward within the city, with designated duties with respect to support for ward councillors and neighbourhood working, subject to the SMT Members’ role being to support and guide Neighbourhood Liaison Officers and not overlap their role (R2);

(2)

commend revised arrangements to Plymouth 2020 partnership and, subject to agreement, to publicise to and brief relevant stakeholders from all agencies and residents (R6);

(3)

subject to Health and Wellbeing Board arrangements being confirmed, the Shadow Health and Wellbeing Board takes responsibility for ensuring that neighbourhood level interaction takes place with key health agencies (R9);

(4)

plans are put in place to adopt the proposed boundary changes set out in the overview report (Appendix A and Figure 1 in the officer’s report refers) (R10);

(5)

the Constitution is updated to reflect revised member and officer

accountability arrangements for neighbourhoods and wards (R13).

(1)

a protocol is established for facilitating the participation of groups of young people and adults, in member-led meetings, to aid communication, eg more use should be made of the corporate parenting leaflet;

(2)

Plymouth City Council more widely disseminates the existing policy and procedure to all sections of the children’s workforce and store these documents in a way that facilitates ready access;

(3)

a review is conducted of the range of services for unaccompanied asylum seeking children, including services provided by Youth Services, those funded by the Social Inclusion Unit and any services provided by partners;

(4)

the Director of Services for Children and Young People establishes closer working arrangements between children’s social care and other elements of the children’s workforce that work with unaccompanied asylum seeking children, to meet the needs of unaccompanied asylum seeking children;

(5)

the Director of Services for Children and Young People improves training and understanding of unaccompanied asylum seeking children and asylum seekers and refugees’ issues for staff working with these groups;

(6)

the Director of Services for Children and Young People clarifies and makes explicit professional boundaries between individual workers and unaccompanied asylum seeking children, to be monitored through supervision;

(7)

a report is prepared on how professionals across the Children and Young People’s Trust work together to support the health and wellbeing of unaccompanied asylum seeking children, including where there are concerns;

(8)

the Corporate Parenting Group regularly monitors outcomes for unaccompanied asylum seeking children;

(9)

the action plan is implemented and that the Corporate Parenting Group receives regular reports on this area of work.

?

monthly budget updates;

?

the localism agenda;

?

school academy transfers; 

?

the Sex Establishment Licensing Policy; and

?

localities and neighbourhood working.

(1)

the Overview and Scrutiny Management Board (OSMB) continues to receive the full quarterly Performance and Finance Monitoring Reports and extracts from the report will be submitted to City Council meetings;

(2)

Cabinet supports the need for Member briefings and seminars on new legislation and will instruct officers to take this work forward jointly between OSMB and relevant Portfolio Holders starting with a Member seminar on the Localism Bill;

(3)

the OSMB recommendation on school academy transfers is noted and Cabinet requests a financial report, outlining the risks of schools not buying into council services, as part of the budget report;

(4)

the OSMB is advised that the officer report on the Sex Establishment Licensing Policy document, to be considered by Cabinet on 15 November 2011, will address the recommendations of the scrutiny panel.

(a)

to collect glass within the existing green bins for all customers in the city, in order to ensure that the Council met its obligations to Defra for the PFI credits supporting the Energy from Waste Plant;  

(b)

for the introduction of a pilot glass recycling scheme for one of the existing collection rounds prior to rolling it out across the city;  

(c)

for changes to the garden waste collection service to help to raise the recycling rates further and ensure consistent coverage across the city;

(d)

for changes to the way vehicles supporting the service were paid for, to reduce overall costs and maintain service reliability;

(e)

to review the depots used by the Council across the City once the Energy from Waste planning decision was made;

(f)

to establish a programme to deliver the changes, overseen by an Executive Group (with Member representation).

(1)

the plans to deliver a kerb side glass recycling service across the city by April 2014 are endorsed, subject to a further report and Council approval of the change to the capital programme;

(2)

it is noted that officers will conduct a soft market testing for the options around a replacement Materials Recycling Facility; 

(3)

the plans to deliver a pilot operation for kerb side glass collection by September 2012, are approved;

(4)

approval is given to the plans to extend garden waste collection on a trial basis for November 2011 and to extend the service coverage for the remaining 19,500 properties in the city, by April 2012, that have gardens;

(5)

approval is given to the Environmental Services Programme Governance Terms of Reference (Appendix 3) and delegation of authority as set out at Appendix 3 paragraph 4.3 to the officer who is the Chair of the Executive Group to allow the programme to progress at the required pace, in order to meet the timetable outlined in the report;

(6)

it is noted that the Executive Group for the programme will commission and deliver a communication plan for customers and media to support the implementation of these changes.

(a)

the Armada Way toilets were the busiest public toilets in Plymouth, situated in the heart of the retail centre, used by visitors and residents;

(b)

the additional capital investment of £500k would add a further requirement to capital receipts for funding;

(c)

the proposals would add an ongoing budget pressure of £235k each year and would impact on the approved delivery plans to achieve savings; 

(d)

the proposals would provide for an additional full time employee to support cleaning and maintenance at the toilets.

(1)

subject to Council approval of the change to the capital programme, approval is given to the refurbishment of the Armada Way toilets and the introduction of a charge of 20p for use;

(2)

a review takes place six months after the introduction of charging for use, to inform a review of the other toilets;

(3)

the City Council is Recommended to approve the change required to the capital programme.

(1)

Cabinet’s commitment to tackling child poverty is reaffirmed, as outlined within the Children and Young People’s Plan 2011 – 14;          

(2)

approval is given to the multi agency delivery plan, as submitted, to cover the whole 2020 partnership;   

(3)

an annual report is submitted to Cabinet, to monitor progress on tackling child poverty, including the findings from an annual self-assessment engaging all partners across the city. 

(a)

the award was a third party funding arrangement and no further Plymouth City Council funds were required to deliver the Local Sustainable Transport Fund’s part of the overall project;   

(b)

the delivery body for the bid would be South West Smart Applications Limited, a public private, not-for-profit company, limited by guarantee, established to deliver the Department for Transport vision for smart and integrated ticketing throughout the south west;          

(c)

the owners of South West Smart Applications Limited, were the 15 Unitary and County Highway Authorities in the south west, and the 15 major bus operators in the region.  The Company has four local authority and four bus operator directors and an Independent Chairman.  Andy Sharpe, an employee of Plymouth City Council is currently named as a deputy director.