Statement of Accounts 2011/2012 - Blackburn with Darwen Borough ...

ANNUAL GOVERNANCE STATEMENT
Equality Impact Assessment (EIA) Toolkit and reviewed its decision-making processes to embed a robust
and mandatory process which helps demonstrate due regard of the impact of service reviews on
protected groups, staff and local residents. In line with legislative requirements, Senior Management
Teams and Elected Members within respective service areas were engaged in understanding the
outcomes of consultations and the impacts of decisions as part of the organisational transformation and
downsizing. A series of EIA training events have been provided with the intention of establishing a
corporate EIA training package over 2012/13 to support staff to continue to effectively complete EIAs. In
line with transparency of the revised process all completed EIAs continue to be published on the Council
website.
Developing the Needs of Members and Senior Officers – The Council remains committed to elected
Member training and development, however due to the scale of economies the Council has faced it has
had to target activity during the last 12 months on crucial informative events. Going forward Member
Development opportunities will be developed and co-ordinated by the Strategic HR Team who will work
with the Member Engagement Advisory Committee to determine an appropriate and effective range of
development interventions, linking also with organisations such as North West Employers Organisation.
The Organisational Development Strategy has been replaced by the Council’s People Plan, responding to
the needs of a co-operative Council. The 5 key themes are leadership development, skills development,
employee relations and engagement, recruitment and retention, and organisational development. There is
a strong emphasis on performance management and productivity, and embedding an engaging and
empowering culture
Establishing clear channels of communication with stakeholders – The Shuttle, in every issue, contains
information on achievement. Financial and performance information are both available on the Council’s
website and the annual financial leaflet is sent to all households. Decisions of the Council are available on
the Internet. The Citizens’ Panel is consulted about relevant issues. The Corporate Plan also includes as
a key priority, “encouraging our residents to play a more active role in their local area”. This has ensured
active promotion of the new ward solutions meetings and the outcomes of these meetings/impact on
residents are monitored quarterly.
The Council consulted on its 2012/13 Revenue Budget. “Your Services, Your Call” events were held in
both Blackburn and Darwen Markets. Elected Members and Senior Officers were available to speak to
visitors about difficult decisions already taken, future issues and priorities. Issues around job prospects
and cost of living were an emerging important theme identified through the Blackburn Market
questionnaire and young people consultation. Caring for young people and adults was also reinforced as
an important issue through the Blackburn Market stall consultation and the adult and young people
consultations specifically. Clean streets was a major recurring theme and the need for the community to
get involved in improving the look of the borough, and improving feelings of safety through the police /
PCSOs / street lighting was an issue highlighted via the questionnaire and the young people consultation.
The Council has taken the views of all the groups into account when preparing its budgets. In advance of
final decisions on the budgets the potential impact on individuals, services and the voluntary and
community sector is considered. As each service is reviewed and final recommendations are made EIAs
are undertaken.
Incorporating good governance arrangements in respect of partnerships and other group working – The
Council has recognised the need for sound governance arrangements with its partners. Significant
partnerships have been identified and a Partnership Governance Framework has been developed and
guidance issued to ensure all these partnerships are effective and fit for purpose. All significant
partnerships have been asked to complete and update the toolkit. Compliance will be monitored by the
Risk and Resilience Forum. The Local Strategic Partnership (LSP) continues to operate within its revised
structure and constitution of 2011/12. In addition, the local partnership plan helps manage and deliver
against key strategic priorities. The LSP has a Constitution which ensures good governance and effective
management in its areas of responsibility.
Information Governance – During the year the Council achieved compliance with the requirements of the
GovConnect Code of Connection and the NHS Information Governance Toolkit. Information Governance
training continues to be rolled out across all staff ensuring awareness and compliance with the Data
Protection Act. The development of the Information Governance Strategy is on-going, as legislation
changes and new directives on the interpretation of the Act by the Information Commissioners Office are
issued. In addition, the Information Governance team has worked with AGMA and Sheffield Council to
gather relevant policy information to ensure that the Council’s Information Governance policies are robust
and fit for purpose. Following the roll out of encryption software in 2011/12, a new version is being
implemented across the IT estate. Software to monitor policy compliance has been purchased along with
software to encrypt emails that contain sensitive, personal and confidential information. Both pieces of
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