Combined Executive Agenda 120410.pdf - North Ayrshire Council

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Members asked questions, and received clarification, on the following:- � � � Noted. the importance of knowledge transfer as part of the change programme and how this is measured; the need for a review of Customer Services to provide a better service to users; and the Council's ability to maintain the pace of change via the temporary deployment of programme and project managers. 9.2 Social Services Change Programme: Resourcing Requirements 2012/2013 Submitted report by the Corporate Director (Social Services and Health) on (a) progress made in the change programme in Social Services; and (b) funding allocated by the Corporate Management Team from the Council Change and Reform Programme and from the Service Redesign and Investment Fund for staffing and ICT costs to maintain the pace of change and ensure the successful delivery of the programme and associated budgetary efficiencies. The Social Services change programme has been designed to realise substantial revenue savings over the years 2011-2012 to 2013-2014, as detailed by programme stream in the table at Section 2.1 of the report. In addition to the cashable savings outlined, financial modelling work undertaken has calculated that an additional £8.5 million of future cost avoidance could be achieved from the change programme. Significant progress has been made across all elements of the Social Services change programme. The report provided an update in respect of the following:- � � � � � � � � The Personalisation work stream, including the development of a resource allocation system (RAS); The reablement approach being adopted as part of the Reshaping Care work stream; The first review and redesign of reception services being undertaken as part of the Service Access work stream; Project and programme management and support arrangements; ICT support and proposals to link CareFirst to the financial systems to streamline processes and improve financial and budgetary control; The creation of two posts to lead on specific initiatives within the transforming care project, reablement and assistive technology; Savings realised as a result of short term interventions; and ICT systems requirements associated with the programme. Page 8 14
Full details of the staff requirements and costs associated with the Social Services Change Programme for 2012/13 programme were set out at Appendix 1 to the report. The cost associated with the development of CareFirst, was contained in Appendix 2. Noted. 10. Shared Services and Strategic Alliance - Joint Working in Ayrshire Submitted report by the Chief Executive on progress in taking forward Shared Services joint working on a pan-Ayrshire basis. The structure of the current shared services framework is an Ayrshire Shared Services Executive comprising the Leaders and Chief Executives of the Council and the Chair and Chief Executive of the Councils and the chair and Chief Executive of NHS Ayrshire and Arran. The report outlined the progress made by the Ayrshire Shared Services Board over the past 6 months in relation to the following:- � � � � � � � The draft Business and Implementation Plan for a Pan Ayrshire Regulatory Service; The option appraisal of two viable options for a shared service delivery model for all of the Roads and Transportation services within Ayrshire; The planned establishment of a Pan Ayrshire Health and Safety Group involving the three Ayrshire Councils and NHS Ayrshire and Arran Health Board to examine areas of joint working and collaboration which would benefit two or more of the member organisations; The setting up of a joint working work which will seek opportunities for collaboration in respect of ICT development and procurement; Scope for sharing CCTV arrangements and Customer Services; The Establishment of a single Ayrshire and Arran Tourism Team, with South Ayrshire Council acting as the Lead Authority; and The outline governance proposals for Shared Services involving the three Ayrshire Councils. Progress by the Ayrshire Strategic Alliance was also presented in respect of the following key areas:- � � � The establishment of a project steering group to develop proposals for a Joint Equipment Service; An Out of Hours Services for the 3 Ayrshire Councils, to be co-located at Crosshouse Hospital; The planned development by the RNIB of an overall strategy to identify priorities for joint sensory impairment services; Page 9 15
Page 1 and 2: Cunninghame House, Irvine. 5 March
Page 3 and 4: 12. Energy Issues in North Ayrshire
Page 5: The Executive of North Ayrshire Cou
Page 8 and 9: A proposed refreshed Performance Ma
Page 10 and 11: A review of the assessment criteria
Page 12 and 13: Support will extend beyond the avai
Page 16 and 17: � � � Noted. The Children wit
Page 18 and 19: 13. Tender for the Continued Provis
Page 20 and 21: Montgomerie Street, Ardrossan is a
Page 22 and 23: As reported to the Executive previo
Page 25 and 26: Subject: NORTH AYRSHIRE COUNCIL Age
Page 27 and 28: Statutory Performance Indicator Per
Page 29 and 30: The draft regulations require the p
Page 31 and 32: � � � � � Up to 38.4% of
Page 33 and 34: � Establishment of partnerships w
Page 35 and 36: 2.5.8 The actions will be implement
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Page 40 and 41: 1. Introduction 1.1 Introduction No
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Page 44 and 45: 2.3 National Obligations 2.3.1 Wast
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has been secured for 2012/13 to emp
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6.5.2 Re-use of goods within the Co
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6.6.2.3 Treatment of Food Waste The
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ii. Pre-treatment of Street Sweepin
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Table 6.1: Timescale for Implementa
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� Evaluate the feasibility of pro
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Table 8.2: Capital Implications of
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1.5 It is a requirement that North
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2.6 Consideration will be given to
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Council Innovation Projects 2.17 Ho
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5.2 During the development of the S
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North Ay yrshire Strategic Housing
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INTRODUCTION North Ayrshire Strateg
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North Ayrshire Strategic Housing In
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with particular needs. North Ayrshi
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STRATEGIC HOUSING INVESTMENT PLAN (
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STRATEGIC HOUSING INVESTMENT PLAN (
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STRATEGIC HOUSING INVESTMENT PLANS
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2.2 In 2011, Cunninghame Housing As
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Human Resource Implications 4.2 The
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1.4 The proposals highlighted in th
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2.9 Locally within Ayrshire, 4 join
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Equality Implications 4.4 There are
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Principles The Children’s Hearing
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2. Accommodation and office support
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Where Area Support Teams comprise o
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4. Implications Financial Implicati
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3. Aims of the North Ayrshire Adopt
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Table 2 In 2011 there were 10 child
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7.3. These campaigns will be held w
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10.2 Development and training oppor
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16.2 School aged children over 2 ye
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Information for Adopters about Adop
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When adopters are being considered
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APPENDIX 3 ADOPTION & PERFORMANCE -
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Adoption Service Improvement Plan -
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2. Current Position 2.1 The Partner
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Implications for Key Priorities 4.6
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1.3 Following the granting of the L
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4.2 None. Human Resource Implicatio
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Ref Supporting Action/Task Timescal
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IT and Customer Services 1.13 Ensur
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3. Finance and Infrastructure Finan
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4. Social Services and Health No. S
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No. Supporting Action/Task 4.7 Work
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Noted. Corporate Equality Group 19/
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Corporate Equality Group 19/3/12 Th
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2.4 Recent energy saving schemes ha
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Carbon Management Team 2.18 This is
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4.2 None Human Resource Implication
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2. Current Position North Ayrshire
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2.12 The UHIS funding will allow No
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4.3 Legal Implications The actions
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2.2 The introduction of the revised
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2.8 Fly-tipping is an environmental
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6.2 The Council provides a number o
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1.3 Members asked questions, and re
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3.2 The shortlisted bidders will no
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Human Resource Implications 4.2 The
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2. Current Position 2.1 In order to
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3.2 The high level governance for t
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1.3. A number of education provider
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6. Conclusion 6.1 The establishment
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2.2 The purchase of additional modu
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6.2 The Council's Standing Orders R
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Combined Executive Agenda 120410.pdf - North Ayrshire Council

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