Decisions

Reason(s) for Decisions:

A footpath order was made on 11 June 2019 to stop-up and divert parts of footpaths 8 and 9 in Wimborne Minster. This followed the grant of planning permission for development of land adjacent to St. Julians Road and Cowgrove Road and the River Stour.

Following publication of the footpath order representations were received objecting to the stopping-up and diversion. In response to the objections received, officers have agreed under delegated powers to withdraw the 11 June 2019 order and make a new order proposing an amended route.

The amended route takes into account some of the reasons for the objections, particularly concerns that (under the 11 June order) users would have been required to walk about 200 meters along Cowgrove Road in order to gain access to the proposed alternative footpath. The new order is illustrated on the attached map, and would not require users to make a diversion along Cowgrove Road. The new order also includes an additional, relatively minor change, to provide for a more direct route to the proposed riverside footpath from Old Road.

Decision Maker (Name and Title):

Anna Lee, Service Manager for Development Management and Enforcement

Alternative options considered and rejected:

No alternative options considered.

Decision:

1. Dorset Council withdraws the order made on 11^th June 2019 under section 257 of the Town and Country Planning Act 1990 to stop-up and divert parts of footpaths 8 and 9, Wimborne Minster.

2. Dorset Council makes a new order under section 257 of the Town and Country Planning Act 1990 to stop-up and divert parts of footpaths 8 and 9, Wimborne Minster, as shown on the attached plan.

3. The Definitive Map and Statement is modified by the order under section 53A (2) of the Wildlife and Countryside Act 1981, and the Definitive Statement modified as described in Part 3 of the Schedule to the order.

3. In the event that objections are received to the order that cannot be resolved, it is submitted to the Planning Inspectorate for determination.

This decision has been taken under delegated powers by a nominated officer identified in the Development Management local scheme of nomination. The text of the nomination is as follows: All matters relating to the management of the Commons Register and the Definitive Map and Statement of Public Rights of Way under the provisions of the following Acts: National Parks & Access to the Countryside Act 1949, Highways Act 1980, Wildlife and Countryside Act 1981 Town and Country Planning Act 1990 Commons Act 2006.

The Leader of the Council presented a report that set out the Calendar of Meetings for 2020-21, with the addition of an extra date in February 2021 for Audit & Governance Committee, as agreed with the Chairman of that committee.

In response to a question about the timing of future meetings, the Leader of the Council confirmed that a discussion regarding future arrangements beyond the 2020-21 calendar would be part of the fundamental Governance Review process.

Recommendation to Full Council

(a)       That the Calendar of Meetings for the period May 2020 to May 2021, as amended, be adopted.

(b)       That authority be delegated to the Corporate Director – Legal and Democratic Services to make any necessary changes, in consultation with the relevant Chairmen and Vice-Chairmen, to ensure effective political management.

(c)        That a review of the calendar of meetings be carried out as part of the fundamental review of the Council’s Constitution.

To seek agreement to delegate responsibility for submission of the transforming Cities Fund bid.

Decision

(a)       That authority be delegated to the Portfolio Holder for Highways, Travel and the Environment to submit a Strategic Outline Business Case (SOBC), jointly with BCP, to the Department for Transport (DfT) following consultation with the Executive Director for Place and Executive Director for Corporate Development (S151).

(b)       That the development of the programme contained within the SOBC submission to Full Business Case(s) detail utilising LTP funding be approved;

(c)        That the proposed next steps regarding both the Transforming Cities Fund (TCF) process be noted.

To delegate authority to the Portfolio Holder for Finance, Commercial and Assets to award a contract for Banking Services.

Decision

That authority be delegated authority to the Portfolio Holder for Finance, Commercial and Assets to award a contract for banking services.

Decision

(a)       That an 8 week period of consultation be agreed to consult on the following funding options for 2020/21:-

                i.        No change - maintain the current level of funding to the current organisations with no change from1st April 2020

              ii.        Maintain the current level of funding but change to the new approach to allocating funding from 1st April 2020. 

             iii.        Reduce the current level of funding to current organisations by 10% (except Citizens Advice Bureau (CAB)) and change to the new approach to allocating funding from 1st October 2020

             iv.        Reduce the current funded organisations by 10% (except CAB) for a 12-month period. Change to the new approach to allocating funding from 1st April 2021

(b)       That the draft grants application criteria set out in in Appendix 2 for consultation be approved;

(c)        That the level of funding for future years (after 2020/21) as part of the medium term financial planning process be reviewed;

(d)       That following the consultation process and prior to bringing a report back to Cabinet, the outcome of the consultation be considered by  Resources Scrutiny Committee.

Decision

That the procurement and award of Consultancy for Specialist Professional Services and the Supply of Temporary Agency Staff be approved.

Decision

(a)       That the People Strategy and accompanying documentation as set out in Appendix 1, be approved;

(b)       That the equality impact assessment as set out in Appendix 3, be noted;

(c)        That in consultation with the Executive Director Corporate Development, the Portfolio Holder for Corporate Development and Change be delegated authority to make changes to the strategy which might occur as a result of the scrutiny process.

Decision

(a)                   That the draft Transformation Plan as set out in Appendix 1, be approved;

(b)       That the creation of a £5 million transformation fund and the allocation criteria detailed in section 3 of the report be approved;

(c)        That authority be delegated to the Transformation Board as an Executive Committee of the Cabinet (comprising the Leader, the Portfolio Holder for Corporate Development and Change, and the Portfolio Holder for Finance Commercial and Assets) responsibility for:

                      i.        Oversight of the Transformation Plan; and

                    ii.        Allocation of the transformation fund according to the criteria. 

(d)                   That the proposed governance arrangements for transformation activity particularly the role of the Transformation Board and its accountability to Cabinet be approved;

(e)       That the equality impact assessment as set out in Appendix 2 be noted.

Decision

(a)       That the findings of the Landscapes Review be noted

Note: It is important to stress that Dorset Council was unable to contribute to the Review’s “call for evidence” as it was only created on 1 April 2019.

(b)       That council would engage with the Government concerning its response to the Landscapes Review particularly in regard to any proposal which would change the current designation and landscape management arrangements within Dorset.

(c)        That the contents of the desktop study set out in Appendix A be noted;

(d)       That having committed to put in place a new local plan by 2024 this should remain the Council’s highest planning land use priority and that the council should not be distracted from this by any reconsideration of statutory planning powers and responsibilities in Dorset following the Landscape Review. 

Decision

(a)       That authority be delegated to the Executive Director for Corporate Development (S151) and the Executive Director for Place to enter into appropriate Customer Access Agreements through the LASER framework agreement for the supply of electricity, gas and ancillary services.

(b)       That authority be delegated to the Executive Director for Corporate Development (S151) and the Executive Director of Place to procure and award a call off contract under a LASER framework agreement for the council’s (including partners) gas and electricity supplies for a term of up to four years for the period 2020-2024.

(c)        That authority be delegated to the Executive Director for Corporate Development (S151) and the Executive Director of Place to decide on the preferred in-contract purchasing option.

Decision

(a)       That an additional £405,000 in the 2020/21 budget to cover payments to Hampshire County Council (HCC) and Bournemouth, Christchurch and Poole Council (BCP) be provided  to allow Dorset residents continued access to Somerley, Millhams, Christchurch and Nuffield HRC’s; 

(b)       That authority be delegated to the Portfolio Holder for Customer, Community and Regulatory Services in consultation with the Executive Director for Place to finalise arrangements with HCC and BCP councils.

(c)        That the provision of a new Household Recycling Centre (HRC) and waste transfer facility in the east of the County be investigated as part of a wider HRC review;

(d)       That a survey be undertaken of the use of all Dorset Council HRCs by residents outside Dorset, to help inform the HRC review and future HRC strategy.

Decision

(a)      That the Senior Leadership Team’s forecast for Dorset Council’s position at the end of Quarter 2 and the movement since Quarter 1 be received and noted;

(b)      That the impact that any overspend will have on reserves and the general fund be noted and

(c)       That the update to the MTFP following the Spending Review and the work in progress to develop a sustainable base budget for 2020/21 and beyond be noted.

Reason for Decision

To facilitate the assignment of the lease of this unit which is currently let but vacant.

Alternative options considered and rejected:

None

To grant a Deed of Variation in relation to the assignment of the lease of Unit A2 South Western Business Park, Sherborne in order that Howdens Group are able to operate their trade counter from this unit.

Reason for Decision

To facilitate the use of Top of Town House for residential purposes.

Alternative options considered and rejected

None

To grant an Easement to Landmark Estates to access Top of Town House in Dorchester and to surrender their existing rights of access off The Grove Dorchester. In addition to grant a licence for the duration of the works.

The Executive Director for People – Children, gave a presentation to the committee which provided an overview of the directorate’s transformation programme ‘Blueprint for Change’.  The presentation covered the council’s vision for children, design principles for the whole council and for Children’s Services, the programme timeline, an overview of the major changes proposed and the localities for the service.  The Portfolio Holder for Children, Education and Early Help hoped that councillors recognised the steps taken in this area including recruitment of officers at a senior level and work undertaken around the corporate parenting board.  The Chairman noted that it was important for the committee to receive the presentation in order to have an understanding of the background when they were considering financial information in this area.

The committee considered the issues arising from the presentation and during discussion the following points were raised:

·                A point was raised about the importance to a child or young person of having the continuity of contact with one social worker.  In response it was noted that it may not always be possible to avoid the need to change social workers however, consideration was being given to the systems available to and support provided to social workers in order to retain officers in this area

·                In response to a point raised about the transition of young people into adult services, it was recognised that this needed to be a respectful process which considered the important role of parents

·                A point was made that there was no reference to access to doctors and dentists, as it was thought that a large proportion of looked after children were not registered with either.  In response, the Executive Director referred to work undertaken through the Corporate Parenting Board, working with partners, to aim to ensure that the majority of children were registered

·                It was noted that there were two locality bases in the North area as this was the largest area in terms of population and this also took into account school clusters and links to other service areas.  This also took into account the amount of travel undertaken by social workers

·                In response to a question, the Executive Director provided information on the time availability of youth workers, urgent care teams and social workers

·                A discussion was held with regard to the support being provided to staff going through the transformation programme and information was provided on upskilling opportunities, looking at best practice, training for staff and the opportunity that this provided to listen to staff

·                The transformation programme aimed to provide £1m of savings through the delivery of services more efficiently

·                The presentation made reference to ‘needs not thresholds’ which related to the need to have a conversation when a referral was first made in order to understand what a child’s needs were and who would be best to meet them.  There was a need for ownership from the person making the referral

·                The presentation provided an overview of the work to be undertaken to get the foundations in place and noted that further work would then have to be done.  This was not just about the role of Children’s Services, but how the directorate communicated with and worked with many other council services, for example, parks or apprenticeships

·                Reference was made to the need to look at an earlier intervention model in terms of success rates and the need to reduce costs

·                In response to a comment made about the vision statement, it was explained that children, young people and staff had had an input

·                A comment was made as to how Sherborne fitted into the service localities?  In response it was reported that work had been undertaken to identify where partners were located and where current asset resources were.  It was a priority to get the locality teams together so that work could continue, however it was recognised that further work would need to be done when the asset plan was considered

·                The position with staff morale in the service was raised and it was noted that staff were being supported through the process by the leadership.  In general good feedback was being received from staff

·                It was noted that staff had a voice in the process and they were able to feed in their comments.  This was important as they had good knowledge of the children within the service

·                The programme included a particular focus on the adolescent service, where a real impact could be made.  In addition to supporting all children up until the age of 18, the service had a responsibility for children with special educational needs and looked after children up until they were 25

·                The Chairman asked that when the consultation period was completed, for the committee to see the plan for the service moving forward.  The Chairman also requested that user numbers for Children’s Services be included in the quarterly report produced for Cabinet.