Agenda and minutes

Apologies were received from Councillor Posnett.

To confirm the minutes of the previous meeting.

The minutes of the meeting held on 12^th September 2018 were confirmed and authorised to be signed by the chair.

Members to declare any interest as appropriate in respect of items to be considered at this meeting.

Councillor Pearson declared an interest as a County Councillor.

The Director for Corporate Services to provide a report to:

Update the Committee on the progress of schemes within Capital Programme to 30 September 2018.

To determine the Committee's Capital Programme for 2018-23 based on a review of   

spending in the current year's programme and schemes included in the programme for later years

The Corporate Services Manager provided a report to:

• To update the Committee on the progress of schemes within the Capital Programme to 30 September 2018

• To determine the Committee’s Capital Programme for 2018-2023 based on a review of spending in the current year’s programme and schemes included in the programme for later years.

Reference was made to 3.1.2 which shows actual expenditure to 30 September 2018 from the Disabled Facilities Grant (DFG) as £0, Members were advised that MBC is still waiting for confirmation on expenditure to date from the Lightbulb Team at Blaby District Council who are undertaking the work.  MBC are pushing for this information and it will be referred back to the Committee once it is received.  Councillor Pearson advised that a report has now been prepared by the Health and Wellbeing Board and a copy can be provided for Members.

Reference was made to 3.2.2 and Appendix C in respect to customer centric systems review at a cost of £80k.  The current CRM is no longer supported, cannot be updated or amended and the My Account system will cease to be supported after March 2020.  The review will look at the capacity and capability of our systems.  The £80k is the average cost of such a system and Members are not being asked to agree to this cost at this stage as it is a figure being put forward in a first stage business case to start the process.  Once further information and more confirmed costs are sourced, it will be referred back to Committee for discussion.

Reference was made to 3.2.3 that the current CCTV provision is under review as the cameras are nearing the end of life.

RESOLVED that:

1.    The progress made on the capital schemes as detailed in Appendix A to the report is noted.

2.    The revised Capital Programme for 2018-2023 as detailed in Appendix B to the report be approved.

The Deputy Chief Executive to provide a report to

Outline the proposed ‘Customer Complaints Policy’ to members, including the proposed changes to response timescales, escalation routes and complaint methods.

Outline the proposed ‘Unreasonably Persistent and Vexatious Customer Policy’ including the definition and subsequent management of such customers

The Housing and Communities Manager provided a report to:

• Ask the Committee to adopt a revised ‘Customer Complaints Policy’ to include the proposed changes to response timescales, escalation routes and complaint methods.

• To ask the Committee to adopt, as part of the overall Policy, a new ‘Unreasonably Persistent and Vexatious Customer Policy’, to include the definition and subsequent management of such customers.

Reference was made to 3.4 - expected response times.  It was explained that front line staff will be supported to resolve complaints at the earliest possible opportunity. However, where this is not possible, the complaint will become formal at Stage 1 where the default position will be for a Service Team Leader to investigate and reply within the new timescale of 15 working days.  If the customer is still dissatisfied the complaint will progress  to Stage 2 where a review will be made by an appropriate senior officer and then approved and signed by the relevant Director or Assistant Director, or, depending on the circumstances, might involve a review by a senior officer independent of the service, again within 15 working days.  In the event of the customer still being dissatisfied, they can submit a complaint to the Local Government Ombudsmen.

Reference was made to Appendix 3 – Unreasonably Persistent or Vexatious Customer Policy. Section 4 of the Policy provides a definition of an unreasonably persistent or vexatious complainant.

It was agreed that a copy of the Key Performance Indicators (KPI) which are produced quarterly and taken to SMT can be brought to future meetings for further discussion and for Members to see trends.

Appendix 4 mentioned in paragraph 3.13 was not presented at the meeting.

RESOLVED that:

1.    the ‘Customer Complaints Policy’ as set out in Appendix 2 be adopted with immediate effect.

2.    the ‘Unreasonably Persistent and Vexatious Customer Policy’ as set out in Appendix 3 be adopted with immediate effect.

3.    the Deputy Chief Executive be delegated authority to make amendments to the Policies in consultation with the Chairman of the People Committee.

The Deputy Chief Executive to provide a report to

Update members regarding the response recent community safety issues and provide information relating to a review of CCTV provision across the borough.

Outline the updated ‘Community Safety Partnership Action Plan’ which provides operational direction to the existing Community Safety Partnership Strategic Plan (2017-2020).

The Housing and Communities Manager provided a report to:

• Update Members regarding the response to recent community safety issues and provide information relating to a review of CCTV provision across the Borough. To also outline the updated ‘Community Safety Partnership Action Plan’ which provides operational direction to the existing ‘Community Safety Partnership Strategic Plan (2017 – 2020).

Attention was given to Appendix 1 which shows the 5 main priorities that the updated action plan focuses on: (1) Crime and antisocial behaviour; (2) Predict, Prepare and Prevent; (3) Supporting Vulnerability; (4) Horizon Scanning and (5) Community Focus.

The effectiveness of the partnership arrangements in place as a result of the ‘Community Safety Partnership’ and the introduction of the neighbourhood support officers working alongside the tenancy management and antisocial behaviour officers has resulted in quick response times to recent high profile incidents. It is important to have early intervention to prevent safeguarding issues at a later stage.

The Committee was advised that the current CCTV system throughout the town is in need of an update, the quality of images is poor and maintenance and upkeep amount to £8520 per year. A CCTV review will be carried out by the ‘Community Safety Partnership’ led by the Council and a business case will be brought to this Committee early in 2019.

RESOLVED that:

1.    the proposed ‘Community Safety Partnership Action Plan’ as set out in Appendix 1 be approved.

2.    an initial review of CCTV provision across the Borough is to be led by the Council and carried out by members of the ‘Community Safety Partnership’.

The Deputy Chief Executive to provide a report to

Update the People Committee on the progress made by the Council to embed Equality and Diversity within service, policy development and delivery; work undertaken to meet our public sector equality duty as required by equality legislation and deliver services which are accessible and meet the needs of Melton’s residents.

The People Manager provided a report to:

• Update the Committee on the progress made by the Council to embed ‘Equality and Diversity’ within services, policy development and delivery; on work undertaken to meet our public sector equality duty as required by equality legislation and on the delivery of services which are accessible and meet the needs of Melton’s residents.

Reference was made to 3.4 showing the 4 equality objectives for the period 2016-2020.

Attention was drawn to 5.1 with an amendment to the opening line which should have read:

            The Council has an annual budget of £4,000 to help with the associated resourcing for Equality and Diversity. Support is provided through an agreement with an Equality and Diversity specialist….

Reference was made to 5.2 advising that the Single Equalities Scheme, Action Plan and set of Equality Objectives are reviewed every four years, the next one due 2020.

RESOLVED that:

1.    the progress made in meeting the Council’s equalities duties and commitments as outlined in the report is noted.

The People Manager provided a report to:

• Inform the Committee on potential ways forward for usage of the three Community Centres that are located in three of the Council’s four ‘Priority Neighbourhoods’, following the completion by Leicestershire County Council (LCC) of their ‘Early Help Review’.

Reference was made to 3.5 that the Neighbourhood Support Service has led to increased engagement with priority areas, however, if we could base our services from the community centres it will enhance the impact the service can have upon residents.  3.6 lists additional suggestions to further increase and enhance ongoing development of trailblazing developments that support our commitment.

Reference was made to 5.1 highlighting the loss of approximately £34k from 2020/21 towards the running costs of the centres.

RESOLVED that:

1.    the aim to reinvigorate The Cove, The Edge and Fairmead Community Centres by trialling initiatives from within existing resources is supported.

2.    learning from the proposed trials will be used to inform the broader corporate asset review being led by the Director for Growth and Regeneration.

The Deputy Chief Executive to provide a report to:

Seek approval for the Sports and Physical Activity Strategy for the Melton Borough, developed in line with national priorities and key stakeholder consultation, whilst reflecting the Council’s Corporate Priorities for local context.

The People Manager provided a report to:

• Seek approval for the ‘Physical Activity and Sports Strategy’ for the Melton borough, developed in line with national priorities and key stakeholder consultation, whilst reflecting the Council’s ‘Corporate Priorities’ for local context.

Reference was made to Appendix A which sets out the Physical Activity and Sports Strategy for the Borough. Without a Strategy there is a risk that the Council might not be addressing the right issues or prioritising resources effectively.   Appendix B  the government strategy, recognises an active lifestyle leads to improved physical health and mental wellbeing.

Section 4 highlights how the adoption of the strategy will have a positive impact on the Council’s key People priorities.

Section 3.6, along with Appendix A, highlights that physical activity varies through life stages but should be a natural part of everyday life.  Section 3.8 lists some of the key issues faced in the Borough in regard to childhood excess weight, adult inactivity and an ageing population.

Adoption of the Strategy will have a positive impact on all of the Council’s key People priorities. By working holistically we will ensure we will get the best possible value from our scarce resources.  Our current external funding has been reduced from £100K+ to c£53k over the years. This puts a strain on existing resources, however, a well-defined strategy should maximise the opportunities for securing external funding to support initiatives or for opportunities for voluntary and community sector organisations to benefit such as through Lottery money by using the strategy as a basis for identifying areas of demand.

RESOLVED that:

1.    the ‘Physical Activity and Sport Strategy’ as attached at Appendix A is adopted.

2.    the Deputy Chief Executive is authorised to make minor, future amendments to the strategy based on identified developments, learning or trends.

To consider any other items that the Chair considers urgent.

There was no urgent business to discuss.