Middlesbrough Council Corporate Peer Challenge

1. Middlesbrough CouncilCorporate Peer Challenge Feedback from the peer challenge team 22nd January 2015 www.local.gov.uk

2. Peer Challenge Team • Lead Peer – Jim Taylor, City Director and Chief Executive, Salford City Council • Member Peer (Labour) – Ros Jones, Elected Mayor, Doncaster MBC • Officer Peer – Jon Bell, Director of HR, Legal & Performance, Portsmouth City Council • Officer Peer – Joseph Holmes, Assistant Director Finance & Audit (S151 Officer), Slough Borough Council • LGA Challenge Manager – Pete Rentell, Programme Manager, LG Support Team • LGA Shadow role – Joanne Straw, Adviser LGA Productivity Team

3. The Process • Background reading provided to the team in advance • Timetable of on-site activity with interviews and focus groups • Met with a range of elected members, staff, partners and residents (110 in total: 71 officers, 25 members and 14 partners through 34 group or individual conversations) • Assimilation of the evidence into broad themes for presentation to yourselves • Opportunity today to discuss our findings • People are keen to hear the outcomes • Draft report to follow

4. Scope and purpose of the peer challenge 1 The council requested the peer challenge team to review the following: • Do the council’s views on its known strengths and weaknesses accord with those of the peer team? • Are the change strategy plans realistic and achievable? • Does the council have a robust approach to enabling disciplines such as financial management, programme and project management, partnership working, performance management and risk management?

5. Scope and purpose of the peer challenge 2 • In addition the peer team considered the critical issues that provide reassurance about future performance and the ability and capacity to deliver future ambitions: • Local Place and Priority setting • Leadership of Place (Political and Managerial) • Financial planning and viability • Organisational Leadership and Governance • Capacity to Deliver • The remainder of this presentation does not make a judgement on process, procedure and systems of the past www.local.gov.uk

6. Quotes “The Boro is turning the corner and we are willing it to succeed” “Mood music of risk appetite has changed” “Cuts syndrome” “Not seen the authority as proactive as it is now” “Is there an understanding of real governance?” “Bigger sense of cohesion across the authority” www.local.gov.uk

7. Local Place and Priority Setting - Strengths • Regeneration projects • Children’s transformation journey • A developing positive engagement with secondary schools • Clean streets • Pride in the town • Concise identification of 9 priorities • Strength and maturity of Tees Valley collaboration

8. Local Place and Priority Setting – Areas for consideration • Develop Strategic masterplan for the town shaping future investment and growth • Use innovative funding arrangements for regeneration projects e.g. Joint Ventures, loans • Accelerate the pace of forming an integrated Health & Social Care organisation • Improve alignment between Elected Mayor vision and stated Middlesbrough 2020 intentions e.g. Culture • Build on the communications review to produce a consolidated marketing and destination strategy for the town

9. Leadership of Place - Strengths • The Mayor demonstrates “leadership of place” • Partnership working has improved in the last 2 years • Re-energised Community Safety Partnership • 2020 vision is understood and welcome • Health scrutiny has been highlighted as effective • Effective working with Middlesbrough Voluntary Development Agency

10. Leadership of Place - Areas for Consideration • Change Programme does not effectively involve partners and is not considered by them to be transformational • Consider a Public Service Reform Board with partners to explore integrated place working • Integrated approach to commissioning with partners • Develop tangible impact of H&WB Board • Explore Middlesbrough as the “attack brand” for the Tees Valley

11. Financial planning and viability – Strengths • Strong focus on meeting the financial challenge • Track record of delivering savings • Strong previous performance of meeting budgets • Clear focus on cost reduction • Internal financial control • Plans in place for the next 2 years • Started to use investment to drive local growth e.g. Hotel • High levels of reserves – strong underlying position

12. Financial Planning and viability – Areas for consideration • Quickly establish a shared view of the financial situation • Move to a more enabling finance culture • Address the value for money conclusion • Develop the Audit Committee to scrutinise financial matters • Develop wider understanding of the Medium Term Financial Plan (MTFP) • Alignment of MTFP and the 2020 vision • Risk attached to 17/18 savings particularly Adults and Children’s social care which need further identification • Consider using Capital Programme and Business Rates as an opportunity and driver

13. Financial planning & viability – Suggested Recommendations • MTFP to align to the 2020 vision and to be used to identify opportunities and risks • Identify actions to deliver major savings programmes in 17/18 and for 2018-20 • Establish a clear reserves policy for future years • Move to quarterly integrated revenue and capital monitoring • Need clear and integrated governance reporting to LMT and members • Clear Capital business case process – Gateway reviews • Inward investment policy supported by Business Rates flexibility • Utilise good commissioning practice to embed Value for Money for in-house services • Consider Outcomes Based budgeting to deliver the vision • Use internal audit to support organisational change

14. Organisational Leadership & Governance - Strengths • Strong political and officer leadership • The council has an accurate assessment of its strengths and areas for development • New management structure linked to outcomes is well received • Staff and members have civic pride in the town and its development • Able, enthusiastic and committed non-executive members • Middlesbrough Manager Programme well received and is empowering staff • Training and development opportunities

15. Organisational Leadership & Governance – Areas for Consideration • Consider reducing the focus on process, documentation, protocols, policies for Performance/Project/Programme Management as this does not solely drive change • Inconsistency of engagement and understanding of Balanced Scorecard • Executive, Scrutiny and Governance processes not aligned to the 9 outcome structure • Appetite for risk management but the approach is under developed • Lack of consistent corporate project and programme management • Accelerate the pace of cultural and behavioural change • Better co-ordination and prioritisation of implementation of new systems and processes including IT

16. Capacity to Deliver - Strengths • Staff and members committed and willing to deliver improvement • Broad asset base is an opportunity • Encouraging financial position • Staff development programme • Emerging arrangements for performance, risk, project and programme management • Middlesbrough Manager programme is intended to drive accountability and empowerment • Emerging commercialisation strategy

17. Capacity to Deliver - Areas for Consideration • Further develop and embed project and programme management arrangements – ensure a proportionate approach • Understanding benefits realisation and lessons learnt on projects e.g. IT projects to better support organisational change • Strategic HR function under developed – scale of change will require strategic approach to workforce development • All enablers need effective co-ordination across the organisation including commissioning • Ensure balance between developing staff and implementing new systems and processes

18. Financial planning & viability – Suggested Recommendations • MTFP to align to the 2020 vision and to be used to identify opportunities and risks • Identify actions to deliver major savings programmes in 17/18 and for 2018-20 • Establish a clear reserves policy for future years • Move to quarterly integrated revenue and capital monitoring • Need clear and integrated governance reporting to LMT and members • Clear Capital business case process – Gateway reviews • Inward investment policy supported by Business Rates flexibility • Utilise good commissioning practice to embed VfM for in-house services • Move to an Outcomes Based budgeting to deliver the vision • Use internal audit to support organisational change

19. Suggestions for Improvement • Strategic Masterplan for the town that shapes future investment and growth • Re-align 2020 vision to incorporate Mayoral aspirations e.g. Culture • Greater ambition for Health and Social Care integration – develop a prevention strategy for Adults • Develop an integrated Employment Strategy • Children’s & Families sustainable approach required to early intervention • Consider a partnership forum to investigate reform of public services • Develop the IT strategy to support change management

20. Suggestions for Improvement (cont.) • Review member scrutiny and audit committee • Develop a strategic HR function – Workforce Strategy required • Further develop a consistent council wide approach to project, programme and risk management mindful of the balance between people skills and processes • Evaluate the impact of the 9 outcome performance system in informing decisions and as a driver for change • Review council wide governance

21. Next Steps • There is now a chance to reflect on our conclusions • We will produce a draft letter for the authority to comment on within 3 weeks • The final version will be agreed and issued • The council needs to provide feedback to people who contributed to the challenge

22. Peter Rentell LGA Peer Challenge Manager Peter.rentell@local.gov.uk