Agenda and decisions
Venue: Steve Greenslade Room, County Hall, Usk
Contact: Democratic Services
Divisions/Wards Affected: All
Monmouthshire County Council has evolved considerably over the last decade and will continue to do so. The world is changing too. The combined effect is a growth in external pressures such as Child Protection cases (up >75% in 2018 alone) and an uncertain legal landscape owing to Brexit, and internal pressure resulting from an ambitious Corporate Plan and underlying strategies that require innovation and flexibility. Despite this change, the Legal department has not evolved at the same pace, and in some areas has retreated in terms of resourcing. The team itself is good; it comprises skilled, deeply experienced individuals with a genuine commitment to their work and the County. The fact that the level of service is where it is, is due to their willingness to go above and beyond. However, there is barely the structure or capacity to cope with current demand, and the situation is such that the department is unlikely to be able to deal with what current demand should look like, and needs change to support where the Council is so clearly heading. More broadly, external legal advice across the Council is uncoordinated, unexploited and not subject to any sort of quality assurance – as much is spent on external legal advice as is on the legal department in total.
This report aims to set out what the future legal department should look like and how this will be achieved. This first step is aimed at stabilising current legal provision while seeking efficiencies through new systems and structures of work that will enable ‘true’ demand to be met, costs to be exposed and further cost rises across other departments prevented. Thereafter the aim will be to reduce costs through better coordination of pan-MCC legal advice and the upskilling of the legal department to take on more of this work in the future. Once this foundation is achieved, the opportunities of income generation can be assessed, turning elements of the legal department into fee-earners, not cost burdens, without impact on the core and statutory work already being undertaken.
Author: Matt Phillips, Head of Law and Monitoring Officer
Contact Details: email@example.com
To approve the introduction of a new electronic way of working through the procurement of new case management and electronic ‘bundling’ software, and access to a pre-existing legal portal already used by 8 LAs in Wales.
To approve the outcome of a job evaluation of all solicitor posts in the legal department.
To approve the confirmation as permanent of the current, short term Business Manager position.
To approve the recruitment of 2 commercially focused lawyers (contract, commercial property, planning, procurement, commercial general etc); the recruitment of a family lawyer;
To approve an initial, in-year capital cost of £23,000 is predicted for the electronic work. The anticipated first year (FY19/20) pressure incurred by this proposal above current budget is £196,028. However, anticipated savings in future years mitigate this initial cost.
Division/Wards Affected: All
Purpose: To seek approval to move to reusable bags for the collection of dry recyclables and recycled plastic bags for food waste. This will give a reduction in costs and potential for increased income generation as a result of changes to the types of bag we use to collect recycling. This report was taken to Strong Communities Select Committee and was recommended for approval by Cabinet.
Author: Carl Touhig
Contact Details: firstname.lastname@example.org
To approve the move to reusable bags for dry recycling to improve the quality of recyclate, achieve savings and maximise income generation.
To approve the phased approach of roll out to allow bespoke solutions to be investigated to accommodate problematic collection areas e.g. High street shopping areas with mixed hereditaments (flats above shops with no outdoor storage).
To approve the use of recycled plastic bags for food waste collections to improve the quantity of food waste being reprocessed and achieve savings in support of budget pressures.
Division/Wards Affected: N/A
Purpose: To appraise Cabinet of the financial and non- financial implications of implementing the new NJC pay spine in April 2019 and seek Cabinet approval of the preferred option to be implemented in April 2019.
Author: Tracey Harry, Head of People Services and Information Governance
Contact Details: email@example.com
Cabinet considered the impact of implementing the new pay spine in 2019.
Cabinet considered the impact of direct assimilation to the new pay spine and also the proposed alternative options.
To approve the implementation of the preferred option, outlined below which maintains our existing 13 grade structure; the NJC advised maximum of 5 increments per pay band and validity of our job evaluation scheme.
Division/Wards Affected: Priory/Cantref
Purpose: To consider the granting of a 3 year Lease to Melville Centre for the Arts CIC to further utilise the site promoting the arts through education, participation and entertainment serving the Local Community.
Author: Nicola Howells – Estates Surveyor
Contact Details: firstname.lastname@example.org
To grant a 3 year lease of the Melville Theatre Site to Melville Centre for the Arts CIC.
To agree a Community Asset Transfer of the Site to Melville Centre for the Arts once Heritage Lottery Funding is secured during the 3 year lease period.
To offer an Option during the 3 year lease to Purchase Land adjoining Melville Theatre site for visitor car parking
To delegate authority to the Head of Commercial and Integrated Landlord Services to agree lease terms, in consultation with the Cabinet Member for Resources.
Division/Wards Affected: All
Purpose: To agree the dissolution of the Gwent Outdoor Education Service partnership for which the Council is the lead partner, working with Blaenau Gwent County Borough Council (BGCBC), Newport City Council (NCC) and Torfaen County Borough Council (TCBC) further to the withdrawal of partner subsidy.
To agree the closure of the Talybont Site, returning the site to Newport City Council for disposal, and subsequently to approve the associated staff redundancies if suitable redeployment cannot be found.
Author: Ian Saunders – Head of Tourism, Leisure, Culture and Youth
Ian Kennett – Head of Gwent Outdoor Education service
Richard Simpkins – Business Manager TLCY
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To agree the dissolution of the Gwent Outdoor Education Service Partnership with effect from 31st March 2019.
To agree the formal closure of the Talybont site on 1st Feb 2019 returning the site to Newport City Council with effect from 28th Feb 2019.
To approve the deletion of two posts i.e. Talybont Site Co-ordinator – Staffing and
Environment Education and the site Cook and to approve corresponding redundancy ayments, if suitable redeployment cannot be found.
Division/Wards Affected: All
Purpose: The purpose of this report is to make recommendations to Cabinet on the Schedule of Applications for the Welsh Church Fund Working Group meeting 6 of the 2018/19 financial year held on the 20th December 2018.
Author: David Jarrett – Senior Accountant – Central Finance Business Support
Contact Details: firstname.lastname@example.org
That grants be awarded as per the schedule of applications.