Corporate Peer Challenge: Progress since 2018 Welcome Back to Luton - - PowerPoint PPT Presentation

Corporate Peer Challenge: Progress since 2018

Welcome Back to Luton

Introduction from Cllr Hazel Simmons, MBE Leader of Luton Council

Timeline of Events 2018-2020

April 2018 June 2018 December 2018 January 2019 May 2019 December 2019 January 2020 Corporate Peer Challenge. Ofsted children’s services focused visit. Trevor Holden departs as Chief Exec. Ofsted local area SEND inspection. Laura Church takes over as Interim Chief Exec. Robin Porter takes

• ver as

Chief Exec. Local and European Elections. Ofsted children’s services focused visit. General Election held – two new Labour MPs elected. Ofsted Inspection. UK leaves the European Union.

Corporate Peer Challenge 2018

Recommendations from the Peer Team

1. Rectify the situation with IT as an absolute priority. 2. Ensure checks and balances are in place to manage risk associated with high ambitions. 3. Introduce transformation and programme management teams in timely and effective way. 4. Address inconsistencies in people management. 5. Develop a comprehensive long-term strategy, encompassing all key stakeholders, to mitigate risks of ‘positive disruption’. 6. Agree and implement a new communications strategy in a timely and effective manner. 7. Consider establishing greater autonomy for Active Luton and Luton Culture.

Progress to date

• Governance and financial management including the role of the Trusts.
• London Luton Airport Limited.
• Luton Investment Framework.
• Luton 2040.
• Future Ready including I.T, Transformation and the People Plan.
• Communications Strategy.

Governance and Financial Management

Scrutiny

Scrutiny Process

• Regular reports to CLMT and Audit Committee.
• Risks to key projects highlighted.

Role of Members

• Scrutiny training included in councillor induction training.
• Member Led Engagement included in councillor induction and

members’ handbooks.

• Regular ward tours and “Let’s Talk” events for members and senior
• fficers.

DART project:

• Identified risks around this project.
• Scrutiny task and finish group in place throughout process.
• Scrutinised by auditors in 2017/18 audit.

London Luton Airport:

• Extra resource into LLAL.
• Separation of Corporate and Service Director roles for LLAL and

LBC

• Risks identified around Future LuToN plans.
• London Luton Airport Ltd department restructured.
• .

Governance and Financial Management

Active Luton and Luton Culture

Changes to partnerships since 2018 Active Luton:

• Changes made to funding and management agreement.
• Changes to pensions arrangements agreed and being implemented.
• Agreement reached for ending of current IT provision.
• Taking over responsibility for library service.

The Culture Trust, Luton

• Agreement reached on ending current HR provision except for payroll

support.

• Ongoing discussions around changes to other services such as library

service moving to Active Luton.

Governance and Financial Management

Current Financial Position

• £130m of savings since 2012.
• £10.5m of savings to be delivered

in 2020/21.

• £20m

additional savings after 2021.

• Proposed Budget for 2020/21 -

£601m.

• 6% of our budget from London

Luton Airport Dividend. CIPFA Financial Resilience Index

Governance and Financial Management

Current Financial Position – In Year Budget

• Period

8 monitoring for 2019/20 indicates a net

• verspend of £2.632 million for

the general fund.

• Reduces to net overspend of

£0.4 million after applying the general contingency budget. However there is an underlying service overspend of £10.4m.

• Down from net overspend of

£1.440 million at end

• f

Quarter 2.

• Housing Revenue Account net

underspend of £0.380 million at period 8.

• Schools Budget net overspend
• f £0.501m at period 8.

Period 8 Monitoring Report 2019/20

Governance and Financial Management

Budget 2020/21

Proposed Council Spending 2020/21 Income:

• 37% - Government Grants
• 21% - Chargeable services and

contributions

• 15% - Housing Benefit Grant
• 13% - council tax
• 8% - business rates
• 6% - London Luton Airport Ltd

Total Proposed Spending 2020/21: £601m

London Luton Airport Limited

Restructure of London Luton Airport Ltd:

• New Corporate Director for LLAL.
• New Service Director for LLAL.

Benefits of transformation:

• 18 million passengers per annum.
• UK’s fastest growing airport for past 6 years.
• Contributes £1.8 billion per year to UK economy.
• £1.1 billion added to the local economy.
• Supports 27,500 jobs.

£160m LLAOL transformation:

• Redesigned terminal building.
• Major upgrade to transport links.
• New car parking facilities.
• Remodelled bus and coach interchange.

London Luton Airport Limited

Luton DART (Direct Air Rail Transit)

• £225m project begun in April 2018.
• Will provide a 24 hour fast link from Airport Parkway

Station to London Luton Airport.

• Due for completion in 2021.
• Being delivered by VolkerFitzpatrick Kier partnership.
• Providing social value through:
• Jobs for Luton residents.
• 30

apprenticeships and 40 work experience

• pportunities.
• Construction Skills Training Hub providing training
• pportunities for over 750 residents.

London Luton Airport Limited

Future LuToN Proposals

Future LuToN Proposal for Growing the Airport:

• Outlined in February 2019.
• Increasing capacity to 32m passengers per annum.
• New second terminal and associated infrastructure.
• New Parkland and open space to replace existing park

space. Consultation:

• Consultation ran from October-December 2019.
• 35 community consultation events.

Development Consent Order (DCO)

• Application for DCO to be submitted by mid-2020.
• Significant investment.
• Final decision rests with Secretary of State for Transport.

Luton Investment Framework

• 20

year strategy to secure £1.5 billion inward investment.

• 12 key development sites and 66 projects.
• Growing the local economy.
• Increasing skills and employment opportunities.
• Delivering affordable homes for residents.
• Improving health, wellbeing and community cohesion.

Luton Investment Framework

Key Achievements

Luton Investment Framework

Changing Perceptions of Luton

2019 2016

Inclusive Growth Commission

• Setup in December 2018 to investigate how

everyone in the town can benefit from growth.

• Chaired by Professor Sir Les Ebdon CBE DL.
• Nine commissioners representing different sectors
• f the town.
• Driven by evidence and analysis provided by

Business Intelligence and various partners.

• Extensive consultation with stakeholders and more

than 500 residents.

• Final report launched in October 2019.

Inclusive Growth Commission

Poverty in Luton

Poverty in Luton

101 87 69 59 70

20 40 60 80 100 120 2004 2007 2010 2015 2019

Luton Ranking in Index of Multiple Deprivation 2004-2019* *1 = Most Deprived

Source: Ministry of Housing, Communities and Local Government

2004 2019

From many competing priorities.... ……..to a unifying mission

Our Vision for Luton 2040

• No one in Luton living in poverty.
• A carbon neutral town.
• A strong and inclusive economy which

benefits all in Luton.

• Good quality lives for our population.
• A council which enables others and

leads through partnership.

Our Journey to Luton 2040

Delivering the Vision

• Delivered through two strategies

and two partnership boards.

• Overseen internally by Luton 2040

Board.

• Future Ready Board to oversee

transformation and get council ‘match-fit’ to deliver Luton 2040.

• Driven by evidence from Business

Intelligence unit and partners.

Our Journey to Luton 2040

Inclusive Economy Strategy

• Inward investment
• Attracting businesses
• Growth of key sectors
• More high value jobs
• Educational attainment
• Outstanding schools
• SEN Provision
• Improving skills
• Less NEET 18-24s
• Career pathways
• Job readiness
• A-grade office space
• Lower vacancy rate
• Arts and culture offer
• Community safety
• Net zero by 2040
• Smart city connectivity
• Supporting clean

growth

• More earning real living

wage

• Higher resident based

earnings

• Access to employment
• Increased spend within

Luton

• Procurement for social

value

• Public sector and

anchor institutions

• Future LuToN plans
• Increased passenger

numbers

• Most sustainable

airport in the UK

Our Journey to Luton 2040

Population Wellbeing Strategy

• Educational attainment
• Child healthy weight
• School absence
• Children and families
• Adult inactivity
• Mental health
• Social interaction
• Drug and alcohol related harm
• Social isolation
• Social care provision
• Support for carers
• Fuel poverty
• Air quality
• Access to green space
• Active travel
• Reducing crime
• Domestic abuse
• Protecting the most vulnerable
• Strong voluntary and community

sector

• More affordable housing
• Reducing homelessness
• Improving housing quality

Our Journey to Luton 2040

Partnership Working and Stakeholder management

Key Role within Regional Partnerships:

• SEMLEP
• England’s Economic Heartland
• Oxford-Cambridge Arc

Working with our Communities:

• New communities strategy and action plan in place.
• Restructure of resources planned for 2020-21.

Public Sector Partnership Working:

• Shared office location between Public Health department and CCG.
• Close collaboration with Bedfordshire Police.

Luton 2040 Stakeholder Plan:

• Extensive stakeholder engagement as part of the Inclusive Growth

Commission and the Stronger Communities Strategy

• Revised stakeholder plan reflective of Luton 2040
• Extensive engagement and participation with local residents on our

Pilot year of Culture programme

Work with Local Anchor Institutions Around:

Our Journey to Luton 2040

Partnership Working and Stakeholder management

Our Journey to Luton 2040

Future Ready

Organisational Change

• New Service Director and Strategic Change team in place from 2018/19.
• New work plan in place, mapped to resources.
• New corporate values in place.

IT

• Improved working relationship with Civica.
• Rollout of new IT equipment for staff.
• Members provided with laptops and smart phones.
• Screens installed in most meeting rooms.
• Council Chamber being upgraded.

Digital

• New intranet site going live this month.

Business Intelligence

• Becoming an intelligence led council.

Future Ready

• Future Ready board and programme established in August 2019.
• Driving organisational change to get the council ‘match-fit’ to deliver Luton 2040.
• Includes efficiency savings, best use of technology and service redesign.

Our Journey to Luton 2040

Future Ready - A 2-phased Modernisation programme launched in 2019

Phase 1: Immediate progress to improve Phase 2: Considered re-design of the Council

• Operating model… or ‘what we do and

how we do it’;

• IT – building a modern, cost effective IT

service for the Council (and potentially the Town);

• Data and information management –

Using what we’ve got to make informed decisions, minimise duplicated effort and reduce risk.

• A resourced service redesign programme

Key principles:

• Council wide endeavour, led from the top but involving all;
• Ambitious – not just a savings/ digital/ re-working of status quo;
• Users at the heart;
• Flexible and responsive;
• Adopting agile principles;
• Our route to delivering 2040;

Our Journey to Luton 2040

Future Ready - Current and future deliverables

Some early outputs

Skype for business was rolled

• ut to all staff to increase

collaboration and productivity as well as support our moves towards a flexible and agile

• workforce. Training is now

underway across the Council. A new set of values were co- produced with staff. Over 600 staff were actively involved and the values were signed off by all management grade staff in Dec. A delivery action plan and dedicated resource is in place to ‘bring them to life’. A new intranet will be launched in early February. It has greater accessibility and functionality and will enable us to progress our digital ambitions while ensuring staff can be more informed and do their jobs more easily. An HR re-design project has been launched. It will ensure that HR services are deployed

• ptimally and will act as a

prototype for our wider service re-design ambitions.

What’s coming next?

○ New website (in discovery phase); ○ Performance automation (QLIK being deployed); ○ Bring Your Own Device (in UAT)

What’s on the horizon?

• New Operating Model;
• New IT approach;
• Redesigned services with users at the heart;
• Intelligence led Council;

Our Journey to Luton 2040

Future Ready – New Corporate Values

Our Journey to Luton 2040

People Management

Diversity and Inclusion

• Diversity and inclusion statement added to vacancies site.
• Re-established diversity group to explore barriers to progression for BAME staff.
• Unconscious bias training introduced for appointments panel.

Agency Employment

• Continued monitoring and challenge of use of agency staffing.
• Workforce Development Board addressing agency usage in children’s services – target set to reduce to below 10%
• f workforce.
• Initiatives such as “Term to Perm” recruitment officer.

Career Progression

• New careers site in place alongside career pathways and leadership and management schemes.
• 184 apprentices at Q3 2019/20 – 57% increase from this time last year and 60 more than end of 2017/18.
• Four National Management Trainees (NGDP) currently employed – 60% retention since 2016.

Performance Management

• Staff appraisals replaced by new ‘check-in’ system.
• Staff survey due this year will measure success of new system.
• Attendance improvement manager in place.
• Sickness rates reduced to 8.3 days per employee over 12-month period – below public sector average of 8.4 days.

Communications Strategy

New Communications and Marketing Strategy adopted in June 2018. Strategy aims and objectives:

• Campaign and outcome-focussed approach.
• Influencing attitudes, behaviours and life choices.
• Clear and consistent dialogue with our target audiences.
• Providing communications advice to members, officers and partners.
• Keeping staff are informed, motivated and empowered.
• To manage and protect the Luton brand.

Key Campaigns:

• #WasteLessRecycleMore
• Keeping Luton Safe and Tidy
• Arts, Culture and Events
• Child Healthy Weight
• Fostering and Adoption
• Safeguarding Children
• SEND
• Rough Sleeping/Homelessness
• Council Tax Support Scheme Rollout
• Right Homes, More Homes
• #LutonInHarmony
• #ManyVoicesOneTown
• Budget Consultation and engagement
• Luton 2040