Quarter 1 Report Final

8/6/2019 Quarter 1 Report Final

1/22

ANGLESEY COMMISSIONERSCYNGORSIRYNYSMN

ISLE

OF

ANGLESEY

COUNTY

COUNCIL

LLANGEFNIYNYSMN/ANGLESEYLL777TW

Ffn/Tel:(01248)752100 Ffacs/Fax:(01248)

QuarterOneReport(AprilJune2011)

17July2011

ReportoftheCommissionersfortheIsleofAngleseyCountyCouncil

totheMinisterforLocalGovernmentandCommunities


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ForewordOn18March2011,theMinisterforSocialJusticeandLocalGovernmentappointedCommissionerstotakeresponsibilityfortheexecutivedecisionmakingfunctionsoftheIsleofAngleseyCountyCouncil.

InaccordancewiththeirtermsofreferenceandtherequirementsoftheMinisterialDirection,theCommissionersarerequiredtoprovidetheMinisterwithregularupdatesontheprogresswhichhasbeenmadeindeliveringthenecessaryimprovementswhichwouldenablehimtoconsiderbringingformalinterventiononAngleseytoanend.

ThisreportistheCommissionersQuarterOnereportwhichcoverstheperiodfromApriltoJune2011.

AlexAldridge(Commissioner

ByronDavies(Commissioner)

MargaretFoster(Commissioner)

MickGiannasi(Commissioner)

GarethJones(Commissioner)


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IsleofAngleseyCommissioners

CouncillorAlexAldridgeOBEhasbeenamemberofFlintshireCountyCouncilsince1995andrepresentstheFlintColeshillWard.BeforethatheservedonClwydCountyCouncilfrom1991andisalsoamemberofFlintTownCouncil. HehasalsoservedasLeaderofFlintshireCountyCouncilandin2004wasappointedLeaderoftheWelsh

LocalGovernmentAssociation(WLGA).HisroleasWLGALeaderbringsawealthofexperienceinworkingwithpartnersbothinthevoluntaryandprivatesector,aswellastheWelshAssemblyGovernmentandtheGovernmentinWestminster.AformerCorusworkeratShotton,hewaspreviouslychairoftheNorthWalesFireAuthority.

ByronDaviesOBEhasavastexperienceofworkinginlocalgovernmenthavingformerlyservedasChiefExecutiveatSouthGlamorganCountyCouncilandChiefExecutiveatCardiffCouncilfor20years. BeforesettinguphisownconsultancybusinessinCardiff,MrDaviesalsosatasChairmanoftheCardiffLocalServicesBoardandSecretaryoftheSocietyofLocalAuthoritiesandSeniorManagersinWales. HehasalsobeenPresidentoftheSocietyofLocalAuthorityChiefExecutivesintheUnitedKingdom(SOLACE)andPresidentoftheEuropeanFederationofLocalAuthorityChiefExecutives

(UDiTE). HeisalsoaGovernorattheUniversityofWalesInstituteCardiff.

MargaretFosterOBEwasborninPenarthandnowlivesjustoutsideCaerphillywithherhusband.MargaretjoinedtheNHSinWalesin1974andledtheestablishmentoftheEastGlamorganNHSTrustin1994becomingitsChiefExecutive.SheledthecommissioningofanumberofmajorHealthprojectsintheSouthWalesValleysandestablishedcloseworkingrelationshipswithpartnerorganizationstoimproveservices.InApril2009,MargaretbecameChiefExecutiveoftheCwmTafHealthBoardfollowingthemergeroftheCwmTafNHSTrustwiththeRCTandMerthyr TydfilLocalHealthBoardsandhasrecentlyretiredfromthispost.

MickGiannasiretiredasChiefConstableofGwentPoliceattheendofMarch2011,havingcompletedover31yearspoliceservice. HejoinedGwentPoliceasDeputyChiefConstablein2005havingpreviouslyservedinStaffordshireandMerseysidewherehehadresponsibilityforseriousandorganisedcrime,intelligenceandspecialistoperations. HehasalsomadeasignificantcontributiontotheworkofthepoliceserviceinWalesastheChairoftheWelshRegionoftheAssociationofChiefPoliceOfficersandChairtheallWalesCollaborationProgrammeBoard.

GarethJoneswasborninBlaenauFfestiniogin1939andnowlivesinLlandudno. Ateacherandeducationconsultant,GarethgraduatedwithaBAinGeographyfromthe

UniversityofWales,SwanseaandwasformanyyearsheadteacherofLlandudno'slargestsecondaryschool,YsgolJohnBright. PriortoMarch2011,GarethJoneswasthePlaidCymruAssemblymemberforAberconwyandwasChairoftheEnterpriseandLearningCommittee.GarethhasalsobeenLeaderofthePlaidCymruGroupandDeputyLeaderofConwyCountyBoroughCouncil. GarethhasheldseveralpostswithinPlaidCymru. HewasShadowMinisterforEducation,andChairoftheEducationCommittee. Hispoliticalinterestsincludesocialjustice,theWelshlanguageandeducation.


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PurposeofReport1. ThisreportisthefirstformalreportpreparedbytheIsleofAngleseyCommissionersfor

considerationbytheMinisterforLocalGovernmentandCommunities.

2. ThereportisforQuarterOne,whichcoversthethreemonthperiodApriltoJune2011. ItprovidesasummaryoftheprogresswhichtheCommissionershavemadeduringtheirfirstthreemonthsin

role

and

sets

out,

in

broad

terms,

the

key

issues

which

they

intend

to

address

as

they

discharge

theirdutiesandresponsibilitiesoverthecomingtwelvemonths.

3. Inparticular,thereportsetsout: howtheCommissionershaveorganisedthemselvestocarryouttheirfunctions; theirassessmentofthekeychallengeswhichtheyface; thefocusoftheireffortsduringtheirfirstthreemonthsofoperation; theearlyprogresswhichhasbeenmadeduringthattime; theissuestheyintendtoaddressintheshorttomediumterm(i.e.bySeptember2011); theirlongertermprioritiesgoingforwardtoMay2012andbeyond; someoftheriskswhichtheyarehavingtomanage; thewayinwhichtheyareworkingwithelectedMembers; eightrecommendationsdesignedtoseekMinisterialsupportfortheCommissionersapproach.

4. OnceagreedbytheMinister,thereportwillbemadeavailabletotheCouncilandpublishedontheCountyCouncilwebsiteinorderthatitisavailabletocitizens,membersofstaffandotherstakeholders.

FormatofReport5. Althoughtangibleprogresshasalreadybeenmade,theCommissionersarestilllargelyinthe

preparatorystagesoftheirwork buildingrelationships,takingstock,assessingwhatneedstobe

doneanddevelopingdetailedplanswhichwillhelpcreatelongerterm,sustainablerecovery. Assuch,thisinitialreportisprovidedinanarrativeformat.Whilstitmakesaseriesofinitialobservations,itdoesnotcontaindefinitivejudgmentsorevidencedconclusions. However,itdoesprovideaseriesofrecommendationswhichareintendedtoseekthebroadsupportoftheMinisterfortheoveralldirectionwhichtheCommissionersaretaking.

6. WorkiscurrentlybeingundertakenwiththeWelshLocalGovernmentAssociation(WLGA),WalesAuditOffice(WAO)andtheWelshGovernmenttodevelopamorestructured,outcomebasedformatforfuturereports. Broadagreementhasnowbeenreachedonanappropriatemethodologyandthenecessarystepsarebeingundertakentocreatetheassessmentframeworkandthelongertermdevelopmentplanwhichwillunderpinit.

7. Oncethatassessmentmethodologyisinplaceandagreed,futurereportswillbepreparedonthebasisofamixtureofsupportingnarrativeandariskbased,objectiveassessmentagainstpreviouslyagreeddeliverablesandtimescales. ThiswillprovideamorerobustframeworktoenabletheMinistertoassesstheprogresswhichhasbeenmadeandultimatelytodecidewhetherornotitwouldbeappropriatetobringtheinterventiontoanend.


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Background8. TheperformanceoftheIsleofAngleseyCountyCouncilhasprovidedcauseforconcernfora

numberofyears. Aseriesofadverseexternalreviewsandinspectionshashighlightedsignificantweaknesses,particularlyintermsofcorporategovernanceandtheeffectivenessofthelocaldemocraticprocess. Thishasbeenplayedoutthroughthemedia,resultinginalackofpublic

satisfaction

in

the

Council

and

a

lack

of

confidence

in

the

democratic

process.

9. InAugust2008,escalatingconcernsaboutthelackofprogressinaddressingthesefailingsresultedinMinisterialinterventionbywayoftheappointmentofanInterventionBoardandtheimpositionofanInterimManagingDirector.

10.Althoughsomeprogresswasmadeduringthisperiodofinitialintervention,continuinginstabilityinthepoliticalprocesshamperedtheCouncilsrecoverytotheextentthatinMarch2011,afurtheradversecorporategovernanceinspectionreportwaspublishedbytheAuditorGeneralforWales.

11.Asadirectresultofthatreport,on16March2011,theMinisterforLocalGovernmentandCommunitiesexercisedhispowersundersection29oftheLocalGovernment(Wales)Measure

2009

to

intervene

further

in

the

affairs

of

the

Isle

of

Anglesey

County

Council.

This

resulted

in

the

appointmentofCommissioners,thefirstinterventiononthisscaleintheUnitedKingdom.

12.TheMinisterialDirectionprovidesforaperiodofinterventionofuptofourteenmonths.MinisterscanrevokeoramendtheDirectionatanytimeanditseffectivenessistobereviewedbytheMinisterforLocalGovernmentandCommunitiesandhisofficialsatfourmonthlyintervals. ThepurposeofthesereviewsistoassesscomplianceagainstthevariousrecommendationsforimprovementtoenabletheMinistertoconsiderwhetheranyfunctionshouldbereturnedtotheelectedmembersoftheCouncil.

13.TheMinisterwillconsideranyrecommendationfromtheCommissionersonwhether,andifsowhen,toreduceorendinterventioninresponsetoevidenceofimprovement.

RoleofCommissioners14.ThetermsofreferencesetbytheWelshGovernment,establishoneoverarchingpriorityforthe

Commissioners. ThatistoensurethattheauthoritycomplieswithPart1oftheLocalGovernment(Wales)Measurebymakingarrangementstosecurecontinuousimprovementinthewayinwhichitexercisesitsfunctions.

15. Interalia,thisrequirestheCommissionerstoexerciseallofthosefunctionswhichwerewithdrawnfromtheCouncilbyvirtueoftheMinisterialDirection,exceptthosewhichareexercisablebyMinistersthemselves(i.e.amendingtheconstitutionandappointingstatutoryofficers). Ineffect

this

requires

the

Commissioners

to

operate

collectively

as

though

they

were

the

Executive.

16.TheexecutivefunctionsoftheCouncilaredefinedbyexception.Themostsignificant,longtermissues(suchasadoptingthebudget)remainmattersforthefullCouncil. Inaddition,bylaw,thequasijudicialfunctionslikeplanning,regulatoryandlicensingfunctionsremainmattersfortherelevantcommitteesoftheCouncil.


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17.Theremainingfunctions,consistinginessenceofstrategicdecisionandpolicymakingfunctions,(whichwerepreviouslyexercisablebythecouncilsexecutive)arenowexercisableonlybyCommissioners. Operationalandroutineservicedeliveryfunctionsremaindelegatedtoofficers.

18.AlthoughtheCouncilretainsresponsibilityforanumberofkeyfunctions,thereisasafeguardagainstperverseorobstructivedecisionmaking. CommissionershavereservepowersprovidedbyWelshMinisterswheretheCounciloritscommitteesfailtohaveregardtotheadviceofthe

statutory

officers

(i.e

the

interim

chief

executive,

monitoring

officer

and

section

151

officer)

19.TheroledefinedforCommissionershasbeencommunicatedwithintheCouncil,throughthemediaandthroughavarietyofchannels(e.g.website,newspapers,attendanceatmeetings)tothecitizensofAnglesey. ThereisagoodlevelofunderstandingamongstCouncillorsandofficersandtherevisedarrangementsforthedaytodaybusinessoftheCouncilarenowinplaceandoperatingwellinpractice.

AccountabilityofCommissioners20. InexercisingthefunctionsremovedfromtheCouncillorsandconferredonthembytheMinister,

Commissioners

are

accountable

to

the

full

Council

along

with

its

scrutiny

and

audit

committees,

as

theexecutivewaspreviously. TheCommissionersarefreetodecideamongstthemselveshowsuchaccountabilityshouldworkinpractice,e.g.whichofthemshouldappearbeforeascrutinycommitteeineachcase. However,allCommissionersshouldattendmeetingsofthefullCouncil.

21.Asidefromthisformalaccountability,CommissionersareexpectedtoconsultmembersoftheCouncilregularlytoensurethattheirdecisionsfairlytakeaccountofallrelevantviewswithintheCouncil. TheyshouldalsoensurethattheycommunicateopenlyandeffectivelywiththepeopleofAnglesey,bothaboutthedecisionsthattheymakeand,moregenerally,abouttheprogressthattheCouncilismakingtowardsrecovery.

22.CommissionersarenotformallyaccountablefortheirdecisionstotheMinister,andtheMinisterhasnopowertooverrulethem. However,theyshouldprovidetheMinisterwithregularreportsontheirworkandontheprogressoftheCouncil. TheyshouldalsocontributetotheperiodicreviewsoftheMinistersintervention,asspecifiedinthedirection.

HistoricalConcerns23. InordertounderstandthechallengeswhichtheCommissionersfaceinfacilitatingrecovery,itis

helpfultosummarise,briefly,thehistoricalconcernswhichhaveresultedinthecurrentintervention.

24.Foranumberofyearsnow,theIsleofAngleseyCouncilhasbeenthesubjectofarangeofstatutoryevaluations

and

regular

reporting

from

external

audit

and

inspection

bodies.

This

includes,

in

particular,auditandevaluationbytheWalesAuditOffice(WAO),PricewaterhouseCooperLLPasappointedexternalauditors,EstynandtheCareandSocialServicesInspectorateWales(CSSIW).

25.Thesestatutoryandregulatoryassessmentshavebeencomplementedbyanumberofissuespecificpeerreviews,predominantlylookingatsupportservicearrangements. Thisincludesreviewsofthefinance,HRandICTfunctions. Thesereviewshavebeencommissionedlocally,typicallyaspartofthelocalgovernmentsupportprogrammeprovidedbytheWLGA.


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26.TheRecoveryBoardalsoreflectedongovernanceandsupportservicearrangementsandtheCouncilitself,boththroughtheworkofitsowninternalauditandofficersreports,hasprovidedadditionalperspective.

27.Takencollectively,theseevaluationshavebeenconsistentinhighlightinganumberofcommonweakness,pointingtoarequirementto:

improvecitizenandcommunityengagement; developstrategicprioritieswithmoreoutcomefocussedmeasurement; introducearobustprocessforthemanagementofstrategicrisk; improvestrategicperformancemanagement;and improvethecapacity,qualityandmanagementofcorporatesupportservices.

28.WherebodiessuchastheWAOhavebeenreportingregularlyaspartoftheirstatutoryremit,recommendationshavebytheirnaturebecomerepetitivewithconcernshighlightedabouttheabilityofthecounciltorespondtopreviousreportrecommendations.

29. Inspectionswhichevaluatedfrontlineservicesgenerallydidnotprovideextensiveperspectivesonthe

corporate

governance

and

support

service

arrangements

that

underpinned

the

delivery

of

thoseservices. However,wheretheydid,theyweregenerallyconsistentwiththefindingssetoutabove.

30.TheseissueshavethereforebecomethebasisoftheForwardWorkPlanwhichCommissionersarecurrentlyworkingtoandwillformpartofthelongertermactionplanagainstwhichtheywillreportinfutureQuarterlyReports.

WelshGovernmentConcerns31.TheMinisterialDirectionprovidesthatincarryingouttheirroles,theCommissionersshouldhave

particular

regard

to

the

underlying

weaknesses

in

corporate

governance

which

were

identified

by

theAuditorGeneralforWales. Insummary,theseare:

relationshipsbetweenMembersandpoliticalgroups; relationshipsbetweenMembersandofficers; standardsofconductandbehaviourbyMembers; theeffectivenessoftheCouncilsStandardsCommittee; scrutinyanditsabilitytoeffectivelychallengeandinfluencedecisionsandpolicies; theorganisation,coherenceandeffectivenessoftheCouncilsseniormanagementteam; thecapacitytoundertakeandimplementstrategicplanningandperformancemanagement

acrosstheCouncilsfunctionsandinwayswhichfullyengagewithandreflecttheviewsandprioritiesofthecitizensofAnglesey.

32.TheseissueshavealsobeenaddressedbyCommissionersintheirForwardWorkProgrammeandwillformpartoftheirlongertermactionplangoingforward.


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CommissionersAssessment33.Overthepastthreemonths,whilstbeingcarefultoavoidduplicationofworkwhichhaspreviously

beenundertakenbyotherbodies,CommissionershavetakentheopportunitytotakestockofthecurrentpositionandwithsupportfromtheWLGAhaveconductedtheirownhighlevelassessmentofwhatneedstobedonetodriverecoveryandachievelongtermsustainability.

34.Whilstsometangibleprogresshasbeenmadeduringtheinitialperiodofintervention,itistheviewoftheCommissionersthattheunderlyingproblemswhichwereidentifiedbypreviousreviews,inparticularthoserelatingtocorporatecapacity,capabilityandcompetence,stilllargelyremaintobetackled.

35.Moreworryingly,insomeareas,forexampleinthefinancefunction,mattersappeartohaveworsenedratherthanimproved. Thefailureforasecondyearinsuccessiontoproducetheannualstatementofaccountswithinthestatutorytimescalesisanindicationthatthefundamentalproblemswhichhavebeenidentifiedbypreviousinspectionsandreviewshavestillnotbeenaddressed.

36.AreviewofthewayinwhichtheCouncilhasaddressedandmanagedtherecommendationsfromregulatory

and

peer

review

reports

indicates

that

whilst

some

arrangements

exist

to

track

internal

auditreportrecommendations,therehasbeennocomprehensivecorporateapproachtoassimilatingtherangeofexternalreportrecommendations,analysingtheirimpact,andensuringthattheyformapartofstrategiccorporateactionplanwhichismonitoredthroughrobusttrackingarrangements. Thesamelackofmonitoringandcontrolappliestomanagementofinternaldevelopmentworkandthedeliveryofoutcomeagreements.

37.Asaresult,thestatusandcontinuedrelevanceofsomerecommendationsremainsunclearandtherehasbeenalackofdemonstrableprogressagainstimportantpriorityprogrammes. Officerscontinuetorefertoalackofcapacityasareasonfornotrespondingtothecriticisminreportrecommendationsandthereisnostructured,collectiveormanagedownershipoftheissues.

38.Commissionershaveidentifiedthatencouraginginternalownershipandcreatingthemomentumforchangeisimportant. Forthatreason,asoneoftheirearlypriorities,CommissionershaveinitiatedworkbytheWLGAto:

identifythoserecommendationswhichremainrelevantandcurrent; identifyandimplementpracticalrecommendations(quickwins)thatwillbuildconfidence; establishmomentumandencouragelocalownership; considerandreflectupontheunderpinningstrategicissueswhichwillfacilitatebetter

corporategovernanceandimprovecohesioninthelongerterm;

identifyopportunitiesforsharedservicesandcollaborativeworkingasameansofaddressinggapsincapacityandcapability;

consideropportunitiestoreconfigureservicedeliveryandorganisationalstructure; ensurethattaskandfinishgroupsarebeingutilisedeffectively; provideeffectivereportingmechanismsforCommissionersandMinisters.ThisworkhasalreadyinformedtheCommissionersForwardWorkProgrammefortheremainderof2011/12andwillbeasignificantelementinthedevelopmentofalongertermactionplanwhichwillbeproducedbytheendofSeptember. Inaddition,theChiefExecutivehasinitiatedacorporateledinitiativetoanalysetheserecommendationsandmorerobustgovernanceandmonitoringarrangementshavenowbeenestablished.


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39.Theinterventionprocessappearstohaveresultedinataskfocusedapproachwheretickingofftherecommendationsandactionsisoftenseenasmoreimportantthattheoutcome. Thisseemstohaveproducedatendencytowardshortterm,silobasedworkingratherthancollectiveeffortstoaddresssomeofthelongertermfundamentalissueswhichareinhibitinglongertermsustainableprogress.

40.Whilst

the

early

experience

of

the

Commissioners

validates,

to

a

great

extent,

the

findings

of

previousreviews,theinsightwhichtheyhavegainedintothewayinwhichtheCounciloperatesisdeeperandperhapsmoresophisticatedthanthatachievedbyexternalbodies. ThatisnotsurprisinggiventhatCommissionersareembeddedwithintheorganisation,workingalongsideofficersandelectedmembersonadaytodaybasis. Effectiveworkingrelationshipshavebeenestablishedwhichhaveenabledamoreopenandtransparentdialogueandaricheropportunitytoidentifysomeoftheunderlyingcausesaswellasthesymptoms.

41.PreviousreportshavetendedtolayresponsibilityforthefailingsoftheCouncillargelyatthedoorofthedemocraticprocessandelectedmembers. Anditisundeniablytrue;thereisarealneedformoreeffectivedemocraticleadershipandtherearesomefundamentalproblemstobeaddressedifthatistobedelivered. However,intheviewofCommissioners,therearesimilargapsinthecapacityandcapabilityofsomeofficerswhichmustbeaddressedifrealandsustainableprogressistobemade.

42.TheseproblemsmaywellbesymbioticandareundoubtedlylinkedtoifnotcausedbythedifficultpoliticalenvironmentinwhichtheCouncilhasoperatedforanumberofyears. Innovationandcreativityhasnotbeenencouragedandofficershavespentadisproportionateamountoftheirtimeandeffortindealingwithinternalconflictandinappropriatememberbehaviour.Whilstitiscertainlynotuniversal,Commissionersearlyexperiencepointstoalackofcohesion,alackofcreativityandalackofopennesstochangewhichisinhibitingrealprogressintacklingsomeofthefundamentalproblemswhichtheorganisationfaces. Thisisapparent,forexample,intheHumanResourcesfunctionwhereCommissionersarehavingtotacklearangeoflegacyissuesincludingalongstandingequalpayclaimsandaproliferationoftemporarypostings. ThisisnowbeingaddressedwiththesupportoftheWLGAthroughthedevelopmentofaHRStrategy.

43.MostpreviousauditandinspectionactivityhasconcludedthatdespitetheCouncilsfailingintermsofdemocraticleadershipandcorporatecapacity,theservicesprovidedtoitscitizensisatleastacceptableandinsomecasesgood. Commissionersbelievethatwhilstthatmayhavebeenthecaseinthepast,thecracksarenowstartingtoappearandthefailingsindemocraticleadershipandgapsincorporatecapacityandcapabilityarestartingtoimpactonservice. TherecentadverseCCSIWreportintoChildrensServiceshighlightstheneedforswiftandeffectiveactiontopreventfurtherdamagetoservices.

44.Forthatreason,theCommissionersaredevelopingatwintrackapproachwhichfocusesonmakingprogressagainsttherecommendationsandfindingsofpreviousauditandinspectionreportsbutalsostartstoaddresslongertermdevelopmentissueslikeforexample,the:

needtodevelopacoherentandsharedvisionwhichdrivesactivity; needtocreateacustomerfocusedethosamongstallmembersofstaffatalllevels; developmentofaclearlydefinedsetoforganisationalvalueswhichguidesstaffbehaviour; needtocreateajoinedupapproachtoservicedelivery.

45. ItistheviewofCommissioners,thattheseaspectsofcorporategovernancemustbegivenequalweightintheprogrammeofworkifmeaningfullongertermprogressistobemadegoingforward.


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CommissionersStrategicWorkProgramme46.Tothispoint,thereporthasfocusedonestablishingthecontextinwhichtheCommissionersare

operatingandsettingoutthekeychallengeswhichtheyfaceinmeetingtheirtermsofreference.Theremainderofthereportfocusesonwhathasbeenachievedsofarandmoreimportantly,whatisplannedforthefuture.

47.Clearly,Commissionerscannotignorethepast;thepastprovidesthecontextagainstwhichsustainableprogressneedstobemade. Howevertheyhave,andwillcontinuetofocustheirtime

andenergyonworkingwithMembers,withofficersandwiththeWelshGovernmenttodeliverasustainablefuturegoingforward.

48. Inparticular,CommissionershavefocusedtheireffortsoncreatingtheconditionswheretheearlyprogresswhichwasmadeduringtheperiodinwhichtheRecoveryBoardwasinexistencecanbeconsolidatedandquicklymovedforwardtoensureprosperityandwellbeingforthecitizensofAngleseywhilstatthesametime,securingthesustainableprovisionofeffective,valueformoney,localservices.

49.TheCommissionersStrategicWorkProgrammehasthereforebeenestablishedinfivephasestocoincidewiththeMinisterialreportingperiodsasfollows:

Quarter1(ApriltoJune2011)engagement,interventionandestablishmentofbusinessarrangements(April),reengagementwithCouncillors(aftertheAnnualGeneralMeetinginMay),developmorebusinesslikeoperatingatcorporateandindividuallevel(June);

Quarter2(JulytoSeptember2011)redefinitionofthecorporateplanningprocess,budgetstrategy,andaddressinginconsistenciesinorganisationalstructure,capacityandcapability;

Quarter3 (OctobertoDecember2011) citizenengagement,democraticrenewalandconsultationforthe2012/13planningprocess.

Quarter4 (JanuarytoMarch2012)publicationofCorporatePlanandMediumTermFinancialPlan.

ExitArrangements(March2012onwards)putinplaceeffectivetransitionarrangementsfollowingtheelectionofanewCouncil(assumingthatthistakesplaceinMayasplanned)

50.CommissionershavealreadyalertedtheMinistertotheneedtoagreetransitionarrangementswhichwouldensurethesmoothtransferofownershipandaccountabilitybacktoelectedmembers. Proposalstoachievethis(whereappropriate)willbedevelopedduringQuarterFour.

RecommendationOneCommissionersbelievethatatwintrackapproachisnecessaryinorderforsustainablerecoverytobeachieved. Inadditiontotheissues

identifiedbypreviousauditandinspectionwork,Commissionershaveidentifiedtheneedto

tacklesomefundamentalunderpinningissueslikeorganisationalvision,valuesandculture

aswellasdevelopingthepersonalcapacityandcapabilityofofficersasameansof

improvingservicestoCitizens. TheMinisterisinvitedtoratifythisapproach.


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InitialEngagement51. ItisimportanttorememberthatalthoughallfiveCommissionersarenowinplace,threeofthe

Commissioners,MickGiannasi,GarethJonesandMargaretFosterwere,tovaryingdegrees,extractingthemselvesfromexistingcommitmentsduringApril,MayandtheearlypartofJune.

52.Assuch,agreatdealoftheearlyworkfellontotheshouldersoftwoCommissioners,ByronDaviesandAlexAldridge.Inthatcontext,theamountofprogresswhichhasbeenmadeissubstantialandsolidfoundationshavebeenlaidforthechallengeswhichfollow.

53.AllfiveCommissionersarenowinplaceandsincetheendofMay,eachofthemhasbeenspendinganaverageoftwodaysperweekontheIsland. Althoughsomeflexibilityisrequiredtocovermeetingsandevents,thismeansthatinnormalcircumstances,thereisatleastoneCommissionerpresentthroughouttheworkingweek.MondayhasbeensetasideasthedaywhenallfiveCommissionerscometogethertodobusiness. Assuch,theformalbusinessprocessesoftheCouncilhavebeenbuiltaroundthatday.

54.Amonthlycyclehasbeendeveloped,basedonaformaldecisionmakingmeetingheldinpublic.ThisissupplementedbyaninterimworkingmeetingwithofficersandinformalweeklymeetingsheldinprivatebetweenthefiveCommissioners.

55.FromJulyonwards,CommissionerswillbeproducingamonthlyhighlightreporttoenableWelshGovernmentofficialstobriefMinistersonamorefrequentbasisandaredevelopingregularmonthlymediaandcitizenbriefings.

56.TheseprocesseshavebeendesignedtocomplementtheexistingconstitutionalandbusinesscyclesoftheCouncilandwhilstsomefurtherincrementaladjustmentmaybenecessary,ingeneralterms,thearrangementsareworkingwell. Asaresult,Commissionershavebeenabletomaintainwhatmightbecalled'businessasusualmomentum'andinmostareasofbusinesshavebeenabletoincreasethepaceofprogress.

57. Inaddition,theCommissionershaveassumedthemajorityofthefunctionspreviouslyundertakenbytheExecutive,including,whereappropriate,representationonexternalbodiesandgroups.Theyhavebeencarefultoassumeonlythosewhichhaveexecutivedecisionmakingfunctionsandofthe103representativefunctionswhichcurrentlyexist,98ofthosehavebeenpreservedforMemberinvolvement.

58.CommissionershavealsoestablishedforumstoenableregularandongoingdialoguewithCouncillors,officers,staff,unionsandotherkeystakeholdersbothinternalandexternal. ThescaleofthattaskforfivepeopleworkingonaparttimebasisshouldnotbeunderestimatedandithasonlybeenpossiblewiththefullandactivesupportofMembers,particularlythosewhomakeuptheshadowexecutiveandtheInterimChiefExecutiveandhisteam.

RecommendationTwoTheMinisterisinvitedtoagreetheCommissionershighlevelStrategicWorkProgrammeassetoutinparagraph49ofthisreport.


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59. Inpracticalterms,theCommissionersgelledtogetherquicklyasateamandhavearangeofskillsandabilitieswhichcomplementandaddvalue. Aconstructivebutchallengingworkingrelationshiphasdevelopedandthereisasenseofcorporacyandsharedownershipamongsttheteam.Feedbacksuggeststhatthiskindofrolemodellingbehaviourishavingpositivebenefitsintermsofbothmemberandofficerdevelopment.

60.With

the

active

support

of

the

Interim

Chief

Executive

and

his

officers,

the

Commissioners

administrativearrangementsarenowbeddinginandbyandlarge,threemonthsinfromastandingstart,itistheviewofCommissionersthattheyarebroadlywheretheyoughttobeatthisstage,andmoreimportantly,wellpositionedtomakesubstantialprogressoverthenext12months.

CommissionersPortfolios61.EachofthefiveCommissionershascollective,jointandseveralresponsibilitiestocarryoutthe

executivefunctionsoftheCouncil. However,forpracticalpurposes,theyhaveallocatedthemselvesspecificportfolioresponsibilities,basedontheirindividualskillsandbackgroundsindeliveringpublicservices. Ineffect,thisreplicatestoasignificantdegree,theportfolio

arrangements

which

existed

under

the

Executive,

albeit

in

a

more

logical

and

simplified

manner.

62.Theportfolioallocationsareasfollows: AlexAldridgeleadsonplanning,economicdevelopmentandenvironment; GarethJonesleadsoneducationandleisureportfolio; MargaretFosterleadsonhousingandsocialservicesfunctions, ByronDaviesoncorporateservices,financeandbusinessplanning; MickGiannasileadsoncommunityengagementandlegalservices.

63.Althoughportfolioresponsibilitieshaveinitiallybeenallocatedonthebasisofexistingarrangements,inconsultationwiththeInterimChiefExecutive,Commissionersenvisagethatsome

adjustments

will

be

necessary

in

due

course

as

a

more

logical

organisational

structure

emerges

fromtheongoingreviewofthecorporatecentre.

64.EachoftheCommissionershasnowmetwithofficersintheirindividualportfoliosandtovaryingdegrees,basedonthetimeavailable,hasestablishedeffectiveworkingrelationships. ThesearrangementswillcontinuetoberefinedanddevelopedintheforthcomingmonthsbutinbroadtermseachoftheCommissionershasadoptedasimilarapproach,actingascriticalfriendandmentorwhilstatthesametime,holdingofficerstoaccount,inasupportivebutchallengingenvironment.

65. Inmanyareas,Commissionershavealreadybeenabletoutilisetheirbackground,skillsandexperience,aswellastheirnetworkofcontactsacrossthepublicsectorinWales,tochallenge

existing

thinking

and

practice

and

to

add

value

to

the

way

in

which

services

are

delivered

locally.

RecommendationThreeTheMinisterisinvitedtonotethewayinwhichCommissionersareoperatingandtoconsiderwhetherandtowhatextentthismightprovide

aneffectivetemplateshouldsimilarinterventionbenecessaryinthefuture.


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EarlyProgress66.Withintheoverallstrategicframeworksetoutinparagraphs46to50above,theCommissioners

initialfocushasbeeninfivebroadareas.Meaningfulprogressmadeineachareaasfollows:

67.ExecutiveResponsibility CommissionershavefullyassumedtheexecutivedecisionmakingfunctionsofcouncilandintheprocesshavesentaclearsignalthattheCouncilis'undernew

management'.

Elected

members

were

immediately

distanced

from

their

decision

making

responsibilitiesinawaythatmayhaveappearedtosome,tobeaquiteclinical. CommissionersrecognisedthatfortheformerExecutiveinparticular,thiswasdifficult. However,itwasnecessarytosendaclearandunequivocalmessagetothepublic,toelectedmembers,tostaffandtopartnersalike,thattheCouncilisnowbeingmanagedinadifferent,morebusinesslikeway. InparticularCommissionersneededtocreateanenvironmentwhereofficersweregiventhefreedomtooperatewithouttheinappropriatepoliticalinterferencewhichinsomeareas,hasinhibitedprogress. Thishasbeenwellreceivedbyofficersanditisfairtosaythatmoralehasimprovednoticeablyasaresult.

68.Communication Asbestashasbeenpossibleinthetimeavailable,Commissionershavecommunicatedtheirrolesandresponsibilitiestoarangeofstakeholders,bothinternallyand

externally.

They

met

very

quickly

with

Councillors,

senior

managers,

staff

and

unions

and

have

beenprovidinginformationtothepeopleofAngleseythroughthelocalmediaandothercommunicationschannels,liketheCouncil'swebsite. Inaddition,Commissionershavebeeninearlyandmeaningfuldiscussionswithlocalauthoritypartners,regulatorybodies,theenergyindustryandarangeofotherstakeholders,allofwhom,toasignificantextent,holdthekeytothefuturesustainabilityoftheIslandandtheCouncil.

69.OperationalContinuity Inestablishingtheirworkingmethodology,Commissionershavebeencarefultobalancetheneedforchangeagainsttheneedtoensurethattherehasbeennohiatusandthat,asfaraspossible,operationalcontinuityorinotherwords,'businessasusual',hasbeensustained. ThatapproachhasenabledCommissionerstorapidlyprogressarangeofprogrammes,policies,strategicdecisionsandconstitutionalamendmentswhichareessentialtothefuturedevelopmentoftheCouncilandmoreimportantlytothefutureeconomicprosperityandwellbeingofthepeopleofAnglesey. Thisincludes,forexample:

thebusinessplanandbudgetfor2011/12; theplanningframeworkfortheEnergyIslandprogramme; theapprovalofthejointregionaldevelopmentplanwithGwyneddCountyCouncil; theapprovalofaframeworkforschoolsmodernisation; newpoliciesonCRBchecksandplanningprocedures.

70. Infairness,itisappropriatetopointoutthatsomeofthesethingshadbeendevelopedbyofficerswiththeactiveinvolvementoftheformerExecutive,althoughtypically,theiradministrativeprogresshadbeenhamperedbythepoliticalandpersonalconflictswhichlieattheheartofthe

Council's

problems.

That

is

demonstrated

in

the

fact

that

at

the

first

Commissioners

Board

meeting

inMarch,eighteensignificantpoliciesorpaperswereprogressed. Insomecases,furtherworkisrequired,particularlyinthecaseofthecorporatebusinessplan,thebudgetandtheforwardworkplanbutintheviewoftheCommissioners,theydoprovideareasonablebasisformovingforward.


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71.ManagementTransition CommissionershavefocusedasignificantamountoftimeandeffortinmanagingthedepartureoftheInterimManagingDirectortoensurethatthetransitionhasbeenassmoothaspossibleandcausedtheleastdisruption. Havingconsideredarangeofoptions,includinganumberofpotentialcandidatesidentifiedbyexternalconsultants,CommissionersaredelightedthattheMinisteracceptedtheirproposalthattheCouncil'sDirectorofEducationandLeisure,RichardParryJones,beappointedasHeadofPaidServiceandChiefExecutiveonaninterimbasispendingtheappointmentofalongertermreplacement. Stabilityandcontinuityare

vital

at

this

stage

in

the

Council's

evolution

and

the

Commissioners

are

grateful

that

Mr.

Parry

Joneswaspreparedtotakeonthechallenge. Hisappointmenthasbeenwidelywellreceived. Hispersonalcredibility,hisreputationandinparticular,histrackrecordofworkingcollaborativelyinthefieldofeducationwillprovideanopportunitytobuildbridgesgoingforward. TheCommissionersbelievethatheistherightpersontoleadtheorganisationatthisparticulartimeandareproductivelyworkingwithhimastheyseektocreateasustainablefuturefortheCouncil.

72.Assessment Commissionershavebeentakingstock,assessingwhatprogresshasbeenmadeandmoreimportantly,whatnowneedstobedonetocontinuetheCouncil'srecoveryandbuildasustainablefuturewhichwillultimatelydeliverbenefitsforthepeopleofAnglesey. Intheprocess,theyhaveconsultedwidelywithkeystakeholders,liketheWelshGovernment,theWalesAuditOffice,theauditors,PricewaterhouseCooperLLPandtheformerRecoveryBoard. Inparticular,Commissionershavebeenworkingcloselywithregulatorstoalignworkplansaseffectivelyaspossibletothechangeagenda. TheyhavealsoworkedverycloselywiththeWelshLocalGovernmentAssociationwhohavebeenextremelyhelpfulinprovidingaccesstoarangeofspecialistadvisorsandsubjectmatterexpertswhohavebeensupportingtheCommissionersinkeyareas. SignificantamongstthosehasbeentheappointmentofDougElliott,aformerheadoftheAuditCommissionsofficeinWales,whoisbothconductingareviewoftheCorporateServiceswithintheCouncilanddrawingtogetherthevariousstrandsofoutstandingworktoensurethattheCommissionersforwardworkplancapturesthoseoutstandingrecommendationsfrompreviousreviewswhichstillremainrelevant. HeisalsoworkingsidebysidewiththeInterimChiefExecutiveinrealtimetodevelopsomeoftheorganisationalchangeswhicharerequiredtobuildcorporatecapacityandcapability.

73.Networking ThroughtheirexistingnetworkofcontactsandtheconstructiveworkingrelationshipwiththeWelshLocalGovernmentAssociation,CommissionershavealsobeenabletolinkAngleseyofficerswithcolleaguesinotherCouncilswhoarerecognisedasdeliveringbestpracticeintheirfield. Forexample,stafffromthecorporateplanningteam,havebeenlinkedwithTorfaenCountyBoroughCouncilandGwentPolicewhoarewidelyrecognisedfortheirexemplaryapproachtocommunityengagement,anareawherethisCouncilneedstosignificantlyimproveitsapproach.ConsultationhasalsotakenplacewithConwyandCarmarthenshireCountyCouncilsoncorporateplanningissues. CommissionershavealsometwithseniorpolicyofficersfromtheWelshGovernmenttoidentifyopportunitiestoimprovetheCouncilscoreservices.

SummaryofEarlyProgress74. Insummary,intheirfirstfourmonthsinsitu,theCommissionershave:

assumedexecutiveresponsibility; establishedeffectiveworkingarrangements; createdmanagementstabilitywiththeinterimappointmentofRichardParryJones; maintainedbusinessasusualandmadeimportantprogressonarangeofkeyissues; takenstockandbeguntoprepareaplanofactiongoingforward; linkedcouncilstaffintotheirnetworkofcontacts.


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ImmediatePriorities75.WhilsttheCommissionerslongertermplansarebeingdeveloped,thereismuchwhichneedstobe

doneinordertosustaintheearlyprogresswhichhasbeenmade. Intheshorttomediumterm,theCommissionerswillbeworkingwiththeChiefExecutiveandhisteaminsevenkeyareas,allofwhichhavebeenidentifiedintheirinitialassessment(andforthatmatterinpreviousreviews)as

requiring

early

attention

and

all

of

which

are

critical

to

the

delivery

of

the

longer

term

vision.

76.ThesevenkeyareasarewheretheCommissionersarecurrentlyfocusingtheirintentionsareasfollows

77.ReviewoftheCorporateCentre OneoftheCommissionerskeyprioritiesinbuildingasustainablefutureistostrengthentheCorporateCentreoftheorganisation. Previousassessmentshaveconcludedthat,althoughtherearesignificantdevelopmentneedsintermsofcorporategovernanceanddemocraticleadership,theservicesprovidedbytheCounciltoitscommunitiesareatgenerallyacceptableandinsomecasesgoodlevels,whencomparedtosimilarCouncils.However,therearegapsandinsomeareas,thereareweaknessesthatarenotnecessarilyrecognisedbythosewhoruntheservices. AlthoughtheCouncilsservicesare,byandlarge,not

broken,

Commissioners

take

the

view

that

the

prospects

for

further

improvement

are

limited

unlessimmediateanddecisiveactionistakentostrengthenthecapacityandcapabilityofkeycorporateservicesfunctions,likefinancialmanagement,businessplanning,resourceplanningandhumanresources. Thosefunctionsarethebrainandheartoftheorganisationandunlesstheyarestrengthened,thequalityoftheserviceswhichtheCouncilprovidescannotbesustained,letaloneimproved,againstabackgroundofseverefinancialconstraint.

78.TheCommissionersinitialassessmenthasidentifiedgapsinthecorporatecentre,somestructural,someskillsbasedandsomelinkedtoalackofcapacityincriticalareas. AreviewofthecorporatecentreiscurrentlybeingconductedbyDougElliott,aconsultantengagedonbehalfoftheCommissionersbytheWelshLocalGovernmentAssociation,andhisfindingswillformasignificantpartoftheCommissionerslongertermactionplangoingforward.

79. InconsultationwithCommissionersandwiththeactivesupportofDougElliott,theinterimChiefExecutivehasalreadydevelopedproposalsforrestructuringtheorganisationtobothconsolidateandenhancecorporatesupportservicesandpreparefunctionsforstrongeralignmenttotheregionalchangeagenda. Commissionersarecurrentlyconsideringtheseproposalsandintendtomovequicklytoimplementrevisedarrangements. Developmentworkisalsounderwayinotherareas,notablyintermsofperformanceandriskmanagement.

80.CommunityEngagement ThebestinterestsofthecitizensofAngleseyshouldlieattheheartofeverythingwhichtheCouncildoes. Sadly,theCommissionersassessmentandtheassessmentofthosewhohavereviewedtheCouncilbeforethem,suggeststhatisnotalwaysthecase. Overthepastfiveyears,thewayinwhichpublicbodiesengagewiththosetheyservehaschangedsignificantly. Peoplearenolongerwillingtohaveservicesimposeduponthem.Manypeoplewanttobeinvolvedmuchmorecloselyinshapingandinfluencingtheserviceswhichimpactontheirdaytodaylives. Theyalsowanttheirpublicservantstobevisibleandaccessibleandtheywantinformationsothattheycanholdthosewhoprovidetheirservicestoaccount. Andwhenthingsgowrong,theywantswiftandeffectiveactiontoputthemright.


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81.WhilstotherCouncilshaveembracedcommunityengagementandredesignedtheirservicesaroundtheneedsandaspirationsoftheircitizens,Angleseyhaslaggedbehindandhasnotinvestedtheresourceswhichareneededinthisimportantareaofbusiness.WorkingwithexternalsupportfromCouncilswithrecognisedexpertiseinthefield,officersaredevelopingarevisedCommunityEngagementStrategywhichwillalsoformasignificantpartofourlongertermstrategy. TheinvolvementofelectedmembersandinparticulartheshadowExecutiveisavitalelementinthesuccessofthisprogrammeandthereiswidesupportforthisdevelopment.

82.BusinessPlanning AlthoughCommissionershaveinheritedabusinessplanandabudgetforthe2011/12financialyear,itlacksthelevelofsophisticationwhichisrequiredtobuildasustainablefuture. Commissionerswereineffectpresentedwithafaitaccompligiventhattheplanwasinthefinalstagesofapprovalatthetimeofintervention. Inparticular,thelinksbetweentheplanningprocess,budgetaryprocessandhumanresourceplanningarenotsufficientlydefined. Arevisedplanningandperformancemanagementframeworkisbeingdevelopedwhichwillresultinamorecohesive,forwardlookingplanfor2012/13basedonmoremeaningfulconsultationwithcitizensandotherstakeholders. Itisalsodesignedtocreateamuchstrongerintegrationofcorporateandfinancialplanning. Again,thisworkisbasedongoodpracticeidentifiedinotherCouncils.

83.CollaborationandSharedServices Inthecurrentfinancialenvironment,itisvitalthatlocalauthorities,particularlysmallerauthoritieslikeAnglesey,exploittheopportunitiesforefficiencywhichlieincollaborationandsharedservices.WhilstAngleseyhasbeenattheforefrontofsomeforwardthinkingcollaborativeworkintheareaofeducationandhasdevelopedsomeworthwhilesharedservicesatoperationallevel,ingeneralterms,opportunitiestodevelopwithstrategicallianceswithotheragenciesandinparticular,thefivelocalauthoritiesinNorthWales,havenotbeenfullyembraced. ThisispartlybasedonalackofopennesstochangewithintheorganisationandpartlyduetoaperceptionthattheCouncilhasdisengagedfromthecollaborationagenda.WiththeactivesupportoftheInterimChiefExecutiveandtheWelshLocalGovernmentAssociation,Commissionershavesignaledawillingnesstoreengageandarenowcontributingconstructivelytoanumberofstrategicpartnershipforums,mostnotably,theNorthWalesStrategicPartnership.

84.EconomicDevelopment ThereisabroadconsensusthateconomicdevelopmentisthekeytothefutureprosperityoftheIslandandinthatrespect,theCommissionershaveactivelypickedupthereinsofanumberofkeyprogrammes,likeWylfa,EnergyIslandandtheRegionalDevelopmentPlan. TheseinitiativesweredevelopedbythepreviousExecutivebutstalledduetothepoliticalinstabilitywhichexistedwithintheCouncil. Commissionershavesignaledamorecollaborative,morefacilitativeapproachwhichhasbeenwellreceivedbystakeholdersandofficersalike. Again,thiswillbeakeystrandoftheCommissionerslongertermplans. Timeisoftheessence,andthisisprovidingasignificantcallonCommissionerstimeandenergy.

85. ConstitutionalChangeUnderthetermsoftheintervention,anychangestotheConstitutionwillrequiretheconsentoftheMinister. AnumberofproposedchangeshavebeenrecommendedbyCommissionersandthemajorityhavebeenacceptedbytheCouncil. Inparticular,changeshavebeenmadetoplanningrulesinordertoincreasepublicconfidenceandaCRBpolicyhasbeen

implemented.

86.ServiceDevelopment AlbeitinsufficienttoavoidtheappointmentofCommissioners,thereisnodoubtthatprogresshasbeenmadeinmanyareassincetheearlystagesofintervention.MuchofthecreditforthatisduetotheofficersoftheCouncilwiththeactivesupportandguidanceoftheformerLeaderandhisExecutive. However,itisequallyfairtosaythatprogresshasbeeninhibitedbythepoliticalinertiawhichhasbesettheCouncilformanyyears.


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87.CommissionersareactivelyworkingwiththeInterimChiefExecutiveandhisseniorteam,tocreateasupportivebutchallengingenvironmentwhichgivesthemtheboundedfreedomtodevelopimprovedservicesforthepeopleofAnglesey. Inshort,theLocalAuthorityisbecomingmorebusinesslikeandCommissionersareworkingwithofficersascriticalfriendstoensurethatprogressissustainedandalegacycreatedforthefuture.

SummaryofImmediatePriorities88. Insummary,theimmediateprioritiesfortheCommissioners,whichtheywillbuilduponby

Septembertocreatealongerterm'roadmap'are:

reviewingandstrengtheningthecorporatecentre; developingacommunityengagementstrategy; enhancingthebusinessandfinancialplanningprocess; reengaginginthecollaborationandsharedservicesagenda; developingtheeconomicdevelopmentprogramme; strengtheningtheConstitutionwherenecessary; workingwithofficerstofacilitateimprovedservicesforthepeopleofAnglesey.

LongerTermPlans89.Commissionersintendtoproducetheirlongertermstrategy,supportedbyadetailedactionplan,

bythebeginningofSeptember. TheywillsetoutwhathasbeendescribedbyCouncillorsasa'road

map'

for

the

future.

This

term

has

gained

currency

and

has

been

adopted

by

Commissioners.

90.Theroadmapwillconsolidatetheprogresswhichhasbeenmadetodateandsetoutalongertermstrategicvisionwhich:

putsthecitizensofAngleseyattheheartofeverythingtheCouncildoes; restorespublicandstakeholderconfidenceintheCouncilanditsadministration; deliverscosteffectiveserviceswhicharevaluedbythepublic; bringslongtermprosperityandwellbeingtothepeopleoftheisland; ensuresfuturesustainabilityagainstthebackgroundofsignificantfinancialconstraint.

91.Atsomestage,interventionmustcometoanend. However,thatcannothappenuntilthosewhoarechosenbytheirfellowcitizenstogoverntheIslandareabletodosoinaresponsible,collegiateandeffectivemanner. Forthatreason,thelongertermactionplanwillfullysupporttheWelshGovernmentambitionstopromotedemocraticrenewalontheIslandbyencouraginggreaterandbroaderpublicengagementinlocaldemocracy. UnlessthereisafundamentalimprovementinthewaythedemocraticprocessoperatesinAnglesey,thenanyprogresswhichismadeintermsofcapacityandcapabilitywillnotbesustainable.

92.AdemocraticrenewalprogrammeiscurrentlyunderdevelopmentandwillbelaunchedattheCountyShowon08August2011.

RecommendationFourTheMinisterisinvitedtonotetheimmediateprioritieswhichtheCommissionersarecurrentlypursuingandtoacknowledgetheearlyprogresswhichhas

beenmade.


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100. WhentheywereappointedbytheMinister,CommissionersmadeaconsciousdecisiontodistanceCouncillorsfromthedecisionmakingprocessinordertosendaclearandunequivocalsignalthatthingshadchanged. ForthosemembersoftheExecutiveinparticular,thatmusthavebeendifficult. TheCommissionersmakenoapologiesforthat. Itwasnecessarytodoitthatway.However,thatdistancingbetweendemocraticallyelectedmembersandthedecisionmakingfunctionsoftheCouncilisnotsustainable.

101.The

healing

process'

began

when

a

new

Leader

and

a

Shadow

Executive

were

appointed

on

12

May2011. Thiswasarelativelytroublefreeprocesswithnosignatthisstageofthekindofpoliticalfragmentationwhichbesetpreviousadministrations.

102. CommissionershavealwayssaidthattheirintentionistobeinAngleseyforasshortatimeaspossible. However,beforetheycanrecommendtotheMinisterthattheirworkisdone,theywillneedtobesurethattheconditionsarerightandthattheproblemsofthepastwillnotreemergeassoonastheyleave. Forthattohappen,therehastobefundamentalchangeinattitudes,culturesandbehaviours.

103. Clearly,anydecisionaboutreturningexecutivepowerstoelectedmembersissomewayoffandinanycasethedecisionisonefortheMinistertomakebasedonrecommendationsfromCommissioners. However,asaninitialstep,theshadowexecutivehasbeenreengagedtoworkalongsideCommissionerstoobservethewayinwhichtheyareoperatingbothasagroupandwithinindividualportfolios. Ingeneralterms,therelationshipswhicharedevelopingareprovingtobemutuallybeneficialandtherehasbeenausefultwowayexchangeofviewsandinformation. TheshadowexecutiveisinvitedtoattendCommissionersBoardmeetingsandispermittedtospeakonagendaitemsbypriorarrangement.

104. Inthemeantime,althoughtheirdecisionmakingpowershavebeenremoved,CouncillorsretainstrategicresponsibilityfortheoveralldirectionandcontrolofCouncil. Inthatrespect,itisimportantthattheyholdCommissionerstoaccountandwhereappropriate,scrutinisetheirdecisionsthroughtheappropriatechannels.

105.OneoftheareaswheretheCouncilmustbecomemoreeffectiveisinthewayinwhichitusesscrutinyasafunctionandthepresenceofCommissionersprovidestheopportunitytodevelopitintoamoresubstantialandmeaningfulprocess. Asignificantamountofefforthasgoneintoimprovingthescrutinyprocessandtheearlysignsareencouraging. InparticularthescrutinyschedulehasbeenalignedwiththeCommissionersForwardWorkProgrammetoensurethatkeypoliciesandstrategiesaresubjecttoscrutinybeforetheyarepresentedtoCommissionersfordecision.

106.Membershavebeenencouragedtocontinuetorepresenttheinterestofconstituentsandtheyhavebeenpermittedaccesstoofficersonlocalmatterswhichconcernthem. However,suchaccessisbeingcarefullymonitoredtoavoidtheinappropriatebehavioursofthepastandofficershavebeenencouragedtochallengewherenecessary.

107. Bylaw,electedMembershaveretainedanumberofkeyfunctionslikePlanningandAuditandarerepresentingtheCouncilonawiderangeofissues. Indeed,ofthe103externalappointmentswhichtheCouncilmakes,onlyfiveofthosehavebeenretainedbyCommissionersbecauseofthestrategicnatureofdecisionswhicharemade.


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108. CommissionersexperiencetodateisthatthemajorityofCouncillorshavebeensupportiveandhavedemonstratedawillingnesstoworkwithCommissionerstoputtheCouncilonamorebusinesslikefootingforthefuture. Thosewhosebehaviorcreatedproblemspreviouslyarestillpresent,althoughinfairness,theyhavemoderatedtheirbehaviour. However,thereisclearlyasignificantamountofprogresstobemadebeforeCommissionerscouldadvisetheMinisterthattheconditionshavebeencreatedwhereitwouldbeappropriatetobringtheinterventiontoanend.

QuarterTwoReport109. ThenextCommissionersprogressreportisduetobedeliveredattheendofSeptember2011. By

thattimethenecessarylongertermactionplanandperformanceevaluationmethodologywillbeinplacetoenableamoreobjective,outcomebasedassessmenttobeprepared. ThatinturnshouldenableCommissionerstomakesomemorefinitejudgmentsandfirmrecommendationsfortheMinistertoconsider.

110.Ministerswillbeawarethattheorganisationcurrentlyfacesanumberofcorporaterisks,notleast

amongst

them

the

lack

of

a

robust

framework

for

risk

management.

This

gap

will

be

addressedbytheendofSeptember. However,inthemeantime,CommissionersareworkingcloselywiththeinterimChiefExecutivetoensurethatthereareeffectivemitigationplansinplace. AcomprehensiveassessmentofriskwillbeincorporatedintotheQuarterTworeport.

Conclusions111. ThisreportprovidesabriefsummaryoftheprogresswhichtheCommissionershavemadeduring

theirfirstfourmonthsinofficeandsetsoutinverybroadtermsthekeyissueswhichtheyintendtoaddressastheydischargetheirdutiesandresponsibilitiesoverthenexttwelvemonths.

112.Withinthenearfuture,theWalesAuditOfficewillproduceitsCorporateAssessmentupdatereport. CommissionershavemetwithAuditorGeneraltodiscussthekeyfindingsandalthoughthereporthasnotyetformallybeenpublished,itisclearthatthereisasignificantdegreeofcorrelationwiththeviewsexpressedinthisreport.

RecommendationSixTheMinisterisinvitedtonotetheencouragingsignsofchangeinthebehaviourandapproachofthemajorityofdemocraticallyelectedmembers.

RecommendationSevenTheMinisterisaskedtoratifythedecisiontoreengageelectedMembersposttheMayAGMandtopermitCommissionersattheirdiscretion,to

makefurtherconcession.

RecommendationEightAlthoughprogressisbeingmade,CommissionerswouldadvisetheMinisterthattheconditionshavenotyetbeencreatedwhereareturntofull

democraticcontrolcouldbeconsidered.


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Documents

Quarter 1 Report Final