Decisions

The Committee considered a report on the work done to integrate the Orbis Public Law partnership, introduced by Philip Baker.

Witnesses:

Philip Baker, Assistant Chief Executive (ESCC ) and Interim Head of Orbis Public Law 

Rachel Crossley, Director of Strategy Commissioning (SCC) 

Abraham Ghebre-Ghiorgis, Executive Lead Officer, Strategy Governance and Law (BHCC)

Tony Kershaw, Director of Law and Assurance (WSCC)

Key Points:

1)    Philip Baker set out the work to be done in the coming months by the Interim Leadership Team (ILT) in assessing the current work and complexity levels, to provide an understanding of the collective demand and resource available.  The ILT will then design the best model to deliver OPL’s objectives and the single service.  This will lead to best practice and procedures being shared across the partnership and allow centres of excellence to be developed. 

2)    The current work on developing a shared case management system was highlighted, together with the results of the staff engagement survey and the alignment work being undertaken with teams which were not part of OPL pathfinder projects.

3)    The Committee reflected on the survey results and the differing level of take up among the authorities.  Abraham Ghebre-Ghiorgis set out that some BHCC staff had commented that the pace of change was not fast enough.   Philip Baker explained the ways that the ILT were engaging with the staff, via email and office noticeboards, using the results of the survey as a guide.  He also set out the benefits that had already accrued in terms of peer support and training opportunities.

4)    The Committee commented on recruitment and retention of staff, and the potential for developing staff within OPL. 

5)    The Committee reviewed the performance data and   commented on the differential in child care applications between the authorities and the associated external expenditure.  This was discussed later in the agenda under the advocacy project which sets out OPL’s strategy to address this external spend. 

6)    Officers present emphasised the importance of consistent data across the partners, and the challenges posed by approaches to time-recording. A data review is underway to ensure that the data supports the delivery of the business plan.  Officers also explained the workshare principles which will be developed further, but which were welcomed as a way of seeing how other teams approach similar issues.  An update with case hours at the next meeting was offered. 

7)    Members were supportive of OPL’s achievements so far, are very keen that the partners keep up the pace and deliver the business plan on time. 

RESOLUTIONS

The Joint Committee RESOLVED to endorse the approach taken towards an integrated service.

The Committee considered a report on the Orbis Public Law partnership finances introduced by Susan Smyth.

Witnesses:

Philip Baker, Assistant Chief Executive (ESCC ) and Interim Head of Orbis Public Law 

Abraham Ghebre-Ghiorgis, Executive Lead Officer, Strategy Governance and Law (BHCC)

Tony Kershaw, Director of Law and Assurance (WSCC)

Rachel Crossley, Director of Strategy Commissioning (SCC) 

Susan Smyth, Head of Strategic Finance (OPL)

Key Points:

1)    Susan Smyth outlined the underspend of £1m, which is in part attributable to a staffing underspend.  The officers set out how they were addressing recruitment issues.

2)    The Committee remarked on the challenges posed by departmental spending on legal advice beyond the control of OPL, and the need for a collective responsibility within authorities to address spending on external legal advice.  

3)    Susan discussed that the plan is that the Agreed Contribution Ratio (ACR) will move in accordance to the work done, measured through time recording data.  This will be presented at the next meeting, 

4)    Susan Smyth set out the objectives for the final shadow budget year of having all the OPL Finance resources in one team, the VAT registration and implications and support for the income generation strategy.  The OPL Finance team will produce a proposed budget for 2019/20 for the Joint Committee to consider and each authority to authorise.  

RESOLUTIONS

The Joint Committee RESOLVED to:

1. Note the shadow operating budget variance of £1.0m for 2017/18 due to staffing underspends.

2. Note a total spend on external legal costs of £5.9m.  This includes spend on court fees, counsel, expert witnesses as well as external legal advice, and therefore not all this spend is addressable by OPL.  

3. Note changes to the notional contributions to the shadow operating budget as a result of differences between the partners in expectation for savings and changes in headcount.

The Committee considered a report on the Child Care Advocacy Strategy and business plan introduced by Philip Baker.

Witnesses:

Philip Baker, Assistant Chief Executive (ESCC ) and Interim Head of Orbis Public Law 

Rachel Crossley, Director of Strategy Commissioning (SCC) 

Abraham Ghebre-Ghiorgis, Executive Lead Officer, Strategy Governance and Law (BHCC)

Tony Kershaw, Director of Law and Assurance (WSCC)

Andrea Kilby, Business Development Manager (OPL)

Susan Smyth, Head of Strategic Finance

Key Points:

1)    Philip Baker set out that the report was a response to a request at a previous committee meeting, The strategy sets out a number of measures underway to collectively manage the demand.  It highlighted the advantages of using in-house advocates in relation to child care proceedings.  He also informed the Committee of a recent recruitment of an advocate, but that OPL had hoped to appoint more than one candidate.  Officers continue to explore joint recruitment.

2)    Philip Baker explained that the courts were also content with the greater familiarity with cases of the in-house advocate, which led to fewer case management hearings overall and a greater efficiency throughout the system.  OPL contributes to the Court Users Groups, to assist the judiciary and administration with maximising efficient use of court time, and the roll out of the Digital Court programme was highlighted.

3)    The Committee commented on the difference in pension contributions between the partner authorities. It was clarified that staff pay the same contribution to pensions, it is the employers rate that accounts for this difference.

4)    The Framework for securing the best price for when external advice or representation is ne being developed,

RESOLUTIONS

The Joint Committee RESOLVED to approve the Child Care Advocacy Strategy and Business Plan, and endorse the approach to reducing expenditure on external counsel to represent OPL authorities in child care proceedings.

The Committee considered a report on the digital court pilot and roll out introduced by Andrea Kilby.  

Witnesses:

Philip Baker, Assistant Chief Executive (ESCC ) and Interim Head of Orbis Public Law 

Rachel Crossley, Director of Strategy Commissioning (SCC) 

Abraham Ghebre-Ghiorgis, Executive Lead Officer, Strategy Governance and Law (BHCC)

Tony Kershaw, Director of Law and Assurance (WSCC)

Andrea Kilby, Business Development Manager (OPL)

Key Points:

1)    Andrea Kilby informed the Committee that the digital court pilot had been featured in the Law Gazette, and set out the principle features of the project in reducing the production of paper copies of documents for Family Court proceedings.  The project is live at Surrey based courts (Guildford and Staines) and is now being rolled out to the other family courts in Sussex (Brighton, Worthing, Horsham and Hastings), It was set out that the project included video link capability, to assist vulnerable witnesses.

2)    The Committee commented on the benefits to children that would result from the streamlined, more efficient court proceedings, and felt that the project should be more widely publicised.  Officers agreed to initiate further publicity through their communications teams. 

RESOLUTIONS

The Joint Committee RESOLVED to note the update and plans and congratulate Andrea Kilby and all involved in the successful pilot.

15.1     The Lead Member considered a report by the Director of Communities, Economy and Transport.

15.2     Maya Andrew and Ollie Tomasetti, students at Claverham Community College and Mr Leighton Morgan, a member of staff, spoke in support of the petition.   

DECISION

15.3     RESOLVED to advise the petitioners that (1) the request for a pedestrian crossing was previously assessed using the scheme prioritisation process for local transport improvements; and

(2) due to a recent crash involving a pedestrian within the vicinity, the County Council have commissioned a feasibility study through the 2018/19 capital programme for local transport improvements to ascertain whether a pedestrian facility should be delivered along Battle Hill. 

Reasons

15.4     The scheme was previously not ranked sufficiently highly for inclusion onto the capital programme for transport improvements.  However, due to the severity of a recent pedestrian-related crash, the County Council has commissioned a feasibility study to ascertain whether a pedestrian crossing facility and any other speed reducing measures should be delivered.  The study will be funded through the 2018/19 capital programme.  

17.1     The Lead Member considered a report by the Director of Communities, Economy and Transport.

DECISION

17.2     RESOLVED to (1) note the progress and options available for the future management of the eight countryside sites; and

(2) approve the approach set out in the report for assessing options, decision making and completion of the project. 

Reasons

17.3     There are a number of options available to the County Council and a detailed phase of analysis and continued discussion with external organisations, the Place Scrutiny Committee and key interested parties is required.   

17.4     The analysis will result in the development of a business case, which  will form the basis of a recommendation to be presented to Lead Member at a  future meeting. 

To ensure the County Council applies the Code to promote the integrated asset management approach to Highways

18.1     The Lead Member considered a report by the Director of Communities, Economy and Transport.

DECISION

18.2     RESOLVED to (1) adopt the Well Managed Highway Infrastructure Code of Practice;

(2) endorse the progress and actions in place to ensure the authority will comply with the Code; and

(3) recognize the implications of the new Code of Practice on the County Council.

Reasons

18.3     The implementation of the Code is well underway with actions in place to ensure compliance by October 2018.  Of the 36 recommendations of the Code, the County Council is fully compliant with 21.  The remaining 15 have actions underway to ensure full compliance.   

16.1     The Lead Member considered a report by the Director of Communities, Economy and Transport.

16.2     Mrs Elizabeth Weinberg, Secretary of Seaford and Blatchington Tennis Club and Mr Chris Davey, Headteacher of Seaford Primary School, spoke about the proposal.    

DECISION

16.3     RESOLVED to (1) note the comments from the local consultation; and

(2) approve the proposal for the pedestrian crossing in Belgrave Road as set out in the report to be taken forward to construction as part of the 2018/19 capital programme for local transport improvements.

Reasons

16.4     There are currently no dedicated pedestrian crossing facilities in Belgrave Road, and the County Council has received request for such a facility to be introduced which have been considered through the scheme prioritisation process.  Survey and design work has identified the most appropriate location for a zebra crossing to be introduced on Belgrave Road is between the junctions with Kingsmead and Wilkinson Way.  The local consultation identified both support for the scheme and objections.

16.5     It is acknowledged that the loss of seven parking spaces will have some impact locally it is considered that these are outweighed by the road safety and accessibility improvements the crossing will bring to the local community.