To receive a presentation from the three Service Managers reporting to the Panel.
Minutes:
The three newly appointed Service Managers, whose areas of responsibility fell within the terms of reference of the Panel, were in attendance and gave a brief overview on the current and future challenges facing their new services.
Ms Bailey, Health & Leisure Service Manager, informed members that a new management structure for Leisure had been developed. However, she was unable to share this with members at this time, as the structure was in its initial stages of consultation with staff and Employee Side.
Following reorganisation, the Leisure Service now included public health as part of its core function. The wide ranging services provided by the Council’s health and leisure centres were discussed. This included providing services for an ever widening client base, with increasing gym membership and more learner swimmers. The use of information technology through online booking apps, swipe-entry and payments to assist customers was highlighted. Unlike other council services, the Leisure Service had to actively compete for business with private sector providers and other local authorities which meant that the service had to maintain a competitive edge.
The future challenges and opportunities facing the service included seeking to achieve an affordable service, working with health sector partners, building and maintaining capacity through the greater use of I.C.T and the recruitment and retention of professional and dedicated staff. Despite these challenges the Service Manager expressed optimism for the future of the Service.
Mr Stevens, Community Service Manager, circulated the new Community Service management structure. Under the new structure the Community Service Manager was also the Council’s lead officer for Community First, Citizen’s Advice and the Armed Forces Community Covenant. The service was responsible for a large portfolio which included over 80,000 properties for collecting council tax, 10,000 housing benefit claimants, over 9,000 residents entitled to Council Tax Reduction, and rent collection for over 5,000 council tenants. The management of Disabled Facilities Grant was a new responsibility for the Service Manager, having previously sat under the remit of Housing. Key projects moving forward were highlighted and included Universal Credit, the reduction of the weekly benefit cap, the council tax reduction scheme and welfare reform. Possible challenges facing the service included changes to domestic rate retention, possible council tax re-banding, the impact on rent collection/payment through welfare reform and the Government initiative ‘Pay to Stay’. The Community Service Manager would work closely with other Service Managers in facing challenges and felt positive that his new team of dedicated and professional officers would rise to meet these challenges.
Mr Topliss, Housing Service Manager circulated the new Housing Service management structure. Whilst there had been a number of reductions in the number of senior managers within the service, the Service Manager felt confident that the proficiency of the service would be maintained due to the commitment of the remaining team, but acknowledged it would be a challenge. There were a number of vacancies within the service which had yet to be filled. This was due to the fact that there had been a freeze on appointments and there was a general shortage of experienced housing officers. A number of urgent internal reviews had already been undertaken within the Housing Service such as private sector leasing and older person’s accommodation.
The initial priority would be to maintain the current high standards in service provision, in light of the structural changes. The Housing Service Manager was optimistic that this could be achieved.