Agenda item

To consider the attached report of the Project Director.

Councillor Alistair Bradley, Leader of the Council presented the final report resulting from extensive work undertaken into Future Governance models for the Council and public services in Chorley.

·         a changing legislative and policy context

“Chorley Council will provide leadership and services which protect vulnerable people and are focussed on preventing the need for a reliance on more expensive service provision. The Council will:

·         deliver high quality services that meet the needs of its residents and communities

·         work with its partners to integrate  services regardless of existing organisational boundaries

·         focus on preventative services, and services which support communities and individuals to remain independent and self-sufficient

·         promote Chorley as a great place to live, work and do business”

Following the compilation of a detailed evidence base, including the financial viability of a unitary authority; the Commission on the Future of Public Services in Chorley; and the Chorley Conversation; the Working Group considered five high level governance options:

·         Status quo

·         Traditional unitary authority

·         Integrated district council

·         Integrated district council across wider geography; and

·         Integrated public services.

The conclusion was that the integrated public services model was the most likely governance model to achieve the objectives and vision of the Council in public service reform. In terms of deliverability however, at this stage it was proposed that the integrated district model should be adopted - whilst still retaining the longer term vision of fully integrated public services.

The report further proposed service design principles the Council should adopt across all services it provides or commissions. The next steps towards a new governance model included the development of a transformation strategy for the organisation which would be considered by Executive Cabinet in January. This would look at organisational change to meet the challenges ahead, including different roles for both staff and councillors, working to new organisation and business models and making greater use of technology and information management.

In debate, there was general support for the recommendations presented by the Leader of the Council. Members discussed how local government would be forced to undergo radical change in the future and that there was a need to work together to be ahead of that change.

Questions were raised regarding the partners who were willing to work with the Council and how this fit with the work of the Public Services Reform Board. Work was underway with a number of health partners, the fire service and the voluntary sector. The police and LCC were focussing on managing major funding cuts to their services at this stage. There was further discussion about the vision for education services. The Leader considered that elements may sit most appropriately at a countywide level, different services working most effectively at different levels of public services.

Councillor Mark Perks spoke against the proposed changes, confirming that he was speaking as an individual rather than as a member of his political group. In particular, he opposed the Council’s involvement in the provision of a community wellbeing service.

Councillor Paul Leadbetter as the Leader of the Opposition indicated that his group was very supportive of the general direction of the proposals but would consider further proposals as they were developed in the future.

Councillor Alistair Bradley, Leader of the Council proposed, Councillor Peter Wilson, Executive Member for Resources seconded and it was RESOLVED -