Members of the Cabinet are asked to consider whether they have any disclosable pecuniary or non pecuniary interests in connection with any item(s) on this agenda and, if so, to declare them and state the nature of the interest.

No declarations of interest were received.

The minutes of the last meeting have been printed and published.  Any matters called in will be reported at the meeting.

RECOMMENDATION:  That the minutes be approved and adopted.

RESOLVED:

That the Minutes of the meeting of the Cabinet held on 8 August 2013 be approved.

The Leader of the Council introduced a report by the Chief Executive which informed the Cabinet of the current position in relation to the consultation on the Liverpool City Region Strategic Governance Review and the proposals to establish a Liverpool City Region Combined Authority.

The report proposed that the Cabinet should submit the Liverpool City Region Strategic Governance Review document and Scheme for the establishment of a Combined Authority to the next meeting of the Council along with a recommendation that it should be approved and submitted to the Government by 30 September 2013, following endorsement by the proposed constituent Councils.

The report also proposed that the Cabinet should recommend to the Council that the Council should become a constituent member of the Liverpool City Region Combined Authority, thereby sharing appropriate economic development and transport powers with other Councils within the Liverpool City Region Combined Authority in accordance with the provisions of the Local Democracy, Economic Development and Construction Act 2009 (the 2009 Act) and the Local Transport Act 2008 (the 2008 Act).

Appended to the Chief Executive’s report were the following:

·  Appendix 1 – Liverpool City Region Strategic Governance Review;

·  Appendix 2 – Liverpool City Region Combined Authority Scheme; and

·  Appendix 3 – Report of Consultation.

The Leader told the Cabinet that the intention was that the six Councils in the Liverpool City Region would work collaboratively together across boundaries and this was what the Government was encouraging them to do.  This Combined Authority approach only formalised what was already happening.  It was not the re-creation of Merseyside County Council.  It focused on functions where people travelled to work across district boundaries.  The Leader referred to Michael Heseltine’s recent publication ‘No stone unturned in pursuit of growth’ and its central message which was that the drivers of the economy, business, central government and local leadership – “should be organised and structured for success”.

The Leader informed that the Combined Authority model gave the Merseyside Councils the strength to work collaboratively.  The Government was expecting local authorities to embrace the model and secure government grants for major regeneration, and strategic transport across the region.  It would not cost millions in extra spending, or lead to additional politicians and bureaucrats and would be paid for out of existing funds.  The Leader told the Cabinet that the Council needed to do this if it was serious about meeting the Government’s challenge for jobs, growth and investment.  Consultation would take place over the coming weeks.  The other Merseyside Councils were going through a similar process and it was hoped that the new authority would be set up by April 2014.

RESOLVED:

That the work undertaken to date be endorsed and the Council, at its Extra-ordinary meeting scheduled for 19 September 2013, be recommended to agree:

(1)  the submission of the Liverpool City Region Strategic Governance Review and Scheme to the Department for Communities and Local Government for the establishment of a Liverpool City Region Combined Authority on the basis of the drafts  ...  view the full minutes text for item 48.

The Leader of the Council introduced a report by the Interim Director of Resources which set out the Monitoring position for Month 3 (ending 30 June 2013).  Appended to the report were separate appendices for Revenue and Capital.  Throughout the financial year the Cabinet would receive monthly updates in respect of Revenue and Capital Monitoring.  This is the first report for the 2013/14 financial year. 

The Leader told the Cabinet that it was very positive to see an under spend of £267,000.  The Council had a £17m overspend when the Administration had taken over in May 2012.  Enormous progress had been made and it made good sense to continue with the spending freeze.  The measures taken to deal with the budget issues had been sensible.  However, the Council still faced a big financial challenge.  It was consulting on budget options and would take any responses into account before finalising them in December 2013.

The Leader reported that capital spending was being monitored and funding was being made available to improve West Kirby and Guinea Gap Leisure Centres.  The Council now had firmer control of its capital programme.

RESOLVED: That

Revenue:

(1)  that the monitoring position of a forecast under spend of £267,000 is noted;

(2)  to aid continued good financial management that the spending freeze be continued until further notice; and it be noted there were no rejected freeze items in the month;

(3)  the measures identified by the Strategic Directors to solve any budgetary issues highlighted in the previous monitor be agreed as per Annex 12 of the revenue monitoring appendix;

(4)  an amount of up to £1million be released from the Efficiency Investment Fund to fund the costs associated with the implementation of the 2013/14 Street Cleansing savings option. {This is per the planned budget and will generate a permanent saving of £1m per annum with the Efficiency Investment Fund being repaid over a four year period (i.e. £1m budget reduction in 2013/14 and a net £0.75m saving from 2014/15 for four years, rising to £1m per annum thereafter)}. 

Capital

(5)  the monitoring position for capital of £3.784million spend be noted;

(6)  the revised capital programme of £49.057m as detailed in the capital monitoring appendix be agreed;

(7)  the re-profiling of a number of schemes into 2014-15 totalling £2.371m be agreed;

(8)  the additional schemes for the redevelopment of West Kirby and Guinea Gap Leisure Centres at a cost of £1m be agreed;

(9)  other minor variations of £0.031m be agreed;

(10)  the receipt of additional Regional Growth Fund grant of £0.433m and Education grant of £0.472m be noted;

(11)  a reduction in requirement on a number of schemes totalling £0.942m be noted; and

(12)  the use of £0.039m from the deferred Cultural Services Assets Scheme to part fund essential works to Arrowe Park Changing Pavilion be noted.

The Cabinet Member for Central and Support Services introduced a report by the Head of Universal and Infrastructure Services which set out the terms agreed for the acquisition of a site in Abbey Street, Birkenhead, to facilitate the development of business accommodation for the offshore wind sector.

The Cabinet had received a report at its meeting on 14 March 2013 outlining the current energy challenges facing the UK and how nationally, there was a clear focus on renewables.  (Minute No. 222 refers)  The offshore wind industry was seen by the Government as a key growth sector reflecting the fact that the UK was recognised as the most attractive place in the world for investment in offshore wind (Arup, 2010).  Given the level of investment going into this industry, the Government was seeking to ensure that UK based suppliers were able to provide at least 50% of the content of future offshore wind farms.

The offshore wind sector presented a huge opportunity for Wirral. The Crown Estates were bringing forward sites for offshore wind farm developments and the Wirral coast already hosted some of the largest offshore wind farms in the UK at Burbo Bank and Gwynt y Mor.  Further investment was now taking place into Round 3 sites, which had a strong focus on the Irish Sea. Here 1,000 turbines were planned, the value of which was estimated to be in the region of £18bn and with an industry calculation of 4.5 jobs per installed turbine (Renewables UK), capturing a share of this market would bring immediate jobs, but also open up supply chain and export opportunities in this expanding industry.

The Cabinet Member for Central and Support Services informed that the off shore wind sector had already been recognised as a priority sector within Wirral and companies were already active in this industry. In 2011 Cammell Laird agreed a contract with energy company RWE npower Renewables to provide a construction base and engineering support for the development of the Gwynt y Mor wind farm.  Work was now taking place for the installation of 160 wind turbine foundations over the next two years.

In June 2012 the Council, working closely with Cammell Laird, had submitted an application to the third round of the Government’s Regional Growth Fund (RGF) for resources to support the development of the offshore wind sector. RGF was established to invest in business projects that created growth and supported a rebalancing of the economy and £1bn had been made available for Round 3. The Government had received over 400 applications totalling well over £2bn and in mid October the Council had been informed that it had successfully secured £5 million to be invested over the next three years.

Part of this RGF award had been identified to provide support to local businesses that wished to expand and diversify to take advantage of related supply chain opportunities.  In addition RGF monies would be used to attract new inward investment to Wirral within this sector.  This may  ...  view the full minutes text for item 50.

The Cabinet Member for the Economy introduced a report by the Strategic Director of Regeneration and Environment which sought the Cabinet’s approval to start a process to design a Local Asset Backed Vehicle (LABV) with the intention of using Council owned assets to support future regeneration activity in the Borough.  The Strategic Director informed that if Members agreed to explore this direction of travel then a more detailed framework would be prepared which would include legal structures, risk, financial considerations and further project information would be presented to the Cabinet for consideration.

The Cabinet for Economy set out the principal advantages of setting up a LABV included:

• Flexibility: LABV’s could react to the market to allow proposals to be developed between the Council and investment partner to deliver optimum financial and regeneration outcomes.

• Significant Procurement Cost and Time Savings: The creation of a true Joint Venture arrangement lying outside Local Authority control  should bring the entity outside the scope of usual procurement rules and  mean that the Council would only have to procure ‘once’ to deliver multiple sites over a mid/long term period.  This delivered substantial cost and time savings for both the public and private sector.

• Economic Leadership: The Council would be able to maximise financial returns and generate and sustain local jobs during construction and re-build of the local economy.

• Property Benefits: LABVs’ levered in significant private sector investment not just from specialists but from the wider property and funding market as a whole. This attraction related to the advantages of the partnership structure and the length of the project, which could be up to 15-20 years, and the returns generated.

• Risk Benefits: The LABV structure allowed the public sector to transfer risk, as their assets were assigned a guaranteed minimum price at the outset regardless of future outcomes.

• The LABV model was being used by other Local Authorities across the Country to deliver economic, social and environmental regeneration.

The Cabinet was informed that if it agreed to the proposal outlined in the report, Officers would seek to undertake a number of pieces of work, including using the existing asset review being undertaken to ensure the Council continued to rationalise its estate in a way that maximised the economic benefit of the assets released.

The report set out the steps that would need to be taken and the process to be gone through to select the partner.

RESOLVED: That

(1)  the Strategic Director of Regeneration and Environment be authorised to develop a delivery framework for the development of a Local Asset Backed Vehicle model (LABV) to support future regeneration activity in the Borough utilising Council owned assets; and

(2)  this draft framework be presented to a future Cabinet meeting for consideration.

The Cabinet Member for Governance and Improvement introduced a report by the Director of Public Health/Head of Policy and Performance outlined the Council’s updated Performance Management and Improvement Policy.

The Cabinet noted that the Policy built upon previous approaches to performance management but was written in the context of the Council facing an unprecedented set of financial challenges; a fundamental review of what and how services were delivered; and the need to ensure good corporate governance and the development of a cultural of innovation and continuous improvement.

The policy incorporated feedback from the Peer Challenge process and key recommendations and actions identified by Internal Audit.  The Cabinet was told that the development of the policy would be an iterative process in line with the vision and future requirements of the Council (and would be refreshed and updated annually).

The Cabinet Member for Governance and Improvement informed that the report responded to the comments and views of the peer challenge and internal audit and set out a systematic approach to improvement and performance management and reinforced the Council’s commitment to pre decision scrutiny.  The Improvement Board was keen to see this framework implemented.  Training would be provided for staff to encourage good performance management across the Council.

RESOLVED:

That the updated Performance Management and Improvement Policy be approved.

The Cabinet Member for Governance and Improvement introduced a report by the Director of Public Health/Head of Policy and Performance which proposed a series of high level outcomes that provided a framework for the Improvement Board to assess the impact of Wirral’s Improvement Programme. 

The proposed approach was to focus on the following three success measures:

·  An effective planning and delivery of the efficiencies.

·  Demonstrating that 2013/14 savings targets efficiencies were being delivered well, on time and to budget.

·  Demonstrating there was a plan for future efficiencies for the next three years.

·  Demonstrating Corporate Health.

·  An effective assurance framework.

The Cabinet Member for Governance and Improvement informed that the Improvement Board had requested a report on how the Council’s corporate health and financial stability was being met and it was being presented to the Board at its meeting next week.

RESOLVED: That

(1)  the outcome measures set out in section three of the report be agreed;

(2)  the methodology for undertaking an evaluation of the revised governance and constitutional arrangements be presented to the September 2013 Improvement Board meeting to ensure an informed evaluation is completed by November 2013; and

(3)  the plan for securing an audit assessment of adequate and improving well be presented to the September 2013 meeting of the Improvement Board.

The Cabinet Member for Governance and Improvement reported on the progress being made to improve the Council which had been reported at the last meeting of the Wirral Improvement Board held on 22 July 2013.  She informed of the proceedings of the meeting, set out its Key Messages and informed that it wanted the Council to focus on ensuring financial stability and putting success measures in place

RESOLVED:

That the Key Messages of the Wirral Improvement Board be noted. 

The Cabinet Member for Health and Wellbeing introduced a report by the Strategic Director of Families and Wellbeing which set out the main findings of the leisure review which the Council had commissioned V4 Services to undertake.  The report included the scope for the review, considered a number of options in relation to the future of the leisure provision, provided a number of specific recommendations and detailed an Implementation Plan to enable the proposed changes to be delivered.

The Cabinet noted that an investment approach was proposed to support the delivery of the savings which would see £2m investment in West Kirby, Guinea Gap and Europa facilities over the next two years. 

At this stage, it was recommended that the Council should continue to operate the facilities and services in-house for 12 – 18 months, in order to deliver a transformation programme (delivering savings and implementing a service redesign).  A longer term decision could be taken after the transformation was complete.  In this way the Council could ensure that any longer term delivery models would deliver further savings and improvements building from a lower cost base.  If the transformation and performance improvement was delivered successfully, the Council may decide that the reduced level of subsidy was affordable and that continued in-house delivery was therefore viable.

An Options Appraisal – Future Delivery Models was attached to the Strategic Director’s report as Appendix A.  A Management options Appraisal was attached as Appendix B.  A proposed delivery plan to enable the work to be undertaken to ensure the delivery of the transformation programme and of the required savings was attached as Appendix C.

The Leader of the Council informed that the review signalled a major transformational change in the Council’s leisure offer.  It flagged up the need for the Council to make a huge change, particularly in respect of the management culture, to make it more receptive to the needs of its customers

The Cabinet Member for Health and Wellbeing thanked Steve Laird , Director of Leisure and Cultural Services at V4 Services Ltd and his Team for all the work they had carried out on the review etc.

The Leader of the Council set out the key principles which were to protect the vulnerable, maintain affordable prices, no planned closures and investment in key facilities.  He informed that the Cabinet was fully behind the Team that was taking the action plan forward.

RESOLVED: That

(1)  the recommendations as set out  in section 7 of the report which are that the Council should continue to operate the facilities and services ‘’in-house’’ for 12 – 18 months, in order to deliver a transformation programme (delivering savings and implementing a service redesign) be agreed. A longer term decision can be taken after the transformation is complete.  In this way the Council can ensure that any longer term delivery models will deliver further savings and improvements building from a lower cost base, be approved; and

(2)  it be agreed that the actions identified in the delivery  ...  view the full minutes text for item 55.

A report by the Director of Adult Social Services informed the Cabinet that the Council commissioned a range of community based social care services and the primary aim of commissioning was to support vulnerable people to be as independent as possible.  The Council’s Commissioning Strategy had, therefore, been focused on supporting people more effectively in their own homes.  Members noted in relation to care homes in Wirral, that the Council’s intention for 2013/14 was to set fees that maintained capacity in the nursing sector, whilst recognising that there was a need to reduce reliance on general residential provision.  The Strategy promoted a shift towards more specialist dementia care provision, and the development of extra care housing and alternatives such as intermediate and domiciliary care.  This approach was reflected in the Council’s market position statement and in its Commissioning Strategy.  Care home fees were, however, set with due regard to providers actual costs as well as commissioning intentions.  The Council’s duty to achieve best value was a factor.

The Director’s report set out the outcome of consultation with care home providers on 2013-14 care home fees and proposed the fees for 2013-14.  The rates offered in the proposal were summarised in the report and the detailed calculations were provided in Appendix 1 to the report.  The Director informed that the proposal was calculated using the Efficient Wirral Care Home model.  The model aimed to make due allowance for actual costs and market returns.  The model was intended to calculate a fair and reasonable weekly rate for the four different categories of care home placement.

The Director reported that all comments received during the consultation period had been carefully considered by officers and a response had been provided to consultees as quickly as possible.  A general log of comments and responses had been maintained and circulated to all providers as and when updated.  The log did not set out the source of comments.  In some cases the comment had been a request for further information or clarification of the Council’s fee proposal.  This information or clarification had been provided.

The Cabinet noted that other comments had suggested amendments to the proposal.  The suggested amendments had been considered and providers had been informed whether or not the suggested amendment had been accepted and the reason for the officers’ decision.

The Cabinet noted that a number of homes had made comments through a firm of solicitors which was representing them.

Appendix 2 to the report set out all the comments received, and officers’ responses that had informed the final 2013-14 proposal.  Where detailed working papers were relevant, these had been referenced in Appendix 2 and detailed in Appendix 3.

A summary of the main issues raised in the consultation was also set out in the report.

Mr Lawson Stebbings was invited to address the Cabinet on the consultation process and the proposed care home fees for 2013-14.  He informed Members that he was of the view that if the fee proposal was implemented  ...  view the full minutes text for item 56.

The Cabinet Member for Children and Family Services introduced a joint report by the Director of Adult Social Services and the Director of Children’s Services which accompanied the ‘Procurement of Integrated Social Care Case Management System’ report to be considered in part to of the agenda after the exclusion of the press and public from the meeting due to commercial sensitivity.  (Minute No. 59 refers).  The report outlined the processes and procedures that had been undertaken to procure a new social care case system.

RESOLVED:

That the recommendations arising from this procurement process, contained within the accompanying exempt report ’Procurement of an Integrated Social Care Case Management System, be noted.

The following items contain exempt information.

RECOMMENDATION:  That, under section 100 (A) (4) of the Local Government Act 1972, the public be excluded from the meeting during consideration of the following items of business on the grounds that they involve the likely disclosure of exempt information as defined by the relevant paragraphs of Part I of Schedule 12A (as amended) to that Act. The Public Interest test has been applied and favours exclusion.

RESOLVED:

That, under section 100 (A) (4) of the Local Government Act 1972, the press and public be excluded from the meeting during consideration of the following items of business on the grounds that they involve the likely disclosure of exempt information as defined by paragraph 3 of Part I of Schedule 12A (as amended) to that Act.  The Public Interest test has been applied and favours exclusion.

A joint report by the Director of Adult Social Services and the Director of Children’s Services advised the Cabinet of tenders received for the delivery of an Integrated Social Care Case Management System (Minute No. 57 refers).  The report also detailed the evaluation process undertaken, an analysis of the tenders and the subsequent judgements made by the tender evaluation team.

The report recommended that Option B be selected and on the advice of the Head of Legal and Member Services it was agreed that the contractor LiquidLogic Ltd was named as the company who was being awarded the contract.

RESOLVED: That

(1)  Option B be selected and a contract be awarded to LiquidLogic Ltd to supply the integrated social care case management system  on terms also set out in the report;

(2)  new end user equipment for social care staff and the necessary supporting servers be purchased through the Council’s existing contracts for the supply of computer equipment;

(3)  these purchases be funded as detailed within the report;

(4)  an implementation team be established as specified by the work being undertaken in partnership with Cheshire West and Chester Council;

(5)  a joint Systems Team be set up;

(6)  further work to determine the advantages that may be offered by the optional elements offered by LiquidLogic Ltd be undertaken; and

(7)  any further purchases be subject to the necessary procurement and approval procedures and be constrained by the budget identified in the report.