Action packed Tuesday

Tuesday started with a couple of informal meetings starting at 0800. This led into my first joint meeting between the Council’s Cabinet and the Board of NHS Cambridgeshire. I chaired it as it was our turn to host it. This meeting is important as we have many jointly funded activities and many inter-dependancies. We had updates on developments in the health sector and the council. I applied pressure to better understand and have plans put in place to manage budget pressures in services for older people and for people with learning disabilities.

This was followed by a joint meeting between cabinet and the councils strategic management team. This is a regular meeting. We looked at performance of the council to date and explored options moving forward. A good planning event which ensures politicians and officers have a joint understanding of the issues and opportunities.

I then joined my deputy and the chief exec at a meeting in Huntingdon with peers from Huntingdon District Council. Progress was made on a range of issues important to both our organisations.

Back in Shire Hall the chief exec and I met with senior officers from Cambridgeshire Community Services to further discuss the budget pressures raised at the NHS meeting in the morning. CCS are tasked to carry out a range of services on behalf of the NHS and ourselves.

The final meeting was to meet with senior officers responsible for adult social care and learning disabilities to ensure all the lessons from the day were put into action.

Interesting day

The day started at 0730 in the office preparing for a long list of meetings. Meetings used to be just about taking an active part and contributing. Now that I chair the meetings I also need to concern myself with timings, impact and outcomes and ensuring everyone gets a fair chance to contribute. I enjoy this but it means that preparation for meetings is that much more important so that valuable time is not wasted during the meetings. Most of the prep work is carried out the night before.

Today’s first meeting, to discuss highway maintenance, started at 0800. We looked at a range of issues and opportunities. We considered how the new team structure within environment services would help deliver services against a backdrop of less money.

At 0830 I met with Nichola Harrison, an independent county councillor, who has a passion for transport issues. Nichola gave a thoughtful presentation, to officers and relevant cabinet members, on her vision of how road infrastructure could be funded involving road pricing.

At 1000 I chaired a workshop of cabinet and senior officers looking at our budget progress against targets set last year. We politicians were also keen to check that priorities set last year were still valid and we explored some emerging good ideas. This workshop is one of a series that will stimulate thinking in this area over the summer. We broke for lunch at 1300.

I met my deputy for a catch up at 1330 before chairing an informal gathering of the cabinet at 1400 at which we brought each other up to date on activity within each portfolio. This is a regular weekly meeting which helps to ensure we are joined up in our thinking across departments.

At 1630 I met with the chief exec and chair of the probation service, together with Mark Lloyd. We discussed a range of ideas to work more closely together.

I finished the day with my regular one to one with Mark Lloyd before leaving the office at 1800, tired but satisfied.

STANDARDS STARTING TO RISE AT GAMLINGAY VILLAGE COLLEGE

The decision to keep Gamlingay Village College open was complex. Cabinet members decided to back the college and the majority of community members who wanted to keep it open.

It seems there may be some emerging success.

Standards are starting to rise at Gamlingay Village College, according to inspectors from OfSTED – the Office for Standards in Education.

Inspectors said the proportion of good and outstanding teaching was increasing, and pupils were making better progress than previously.

They praised the leadership of the acting headteacher, adding that issues were being tackled rigorously. Cambridgeshire County Council was also highlighted for the good support it continues to give the school.

The monitoring inspection – the first since the school was placed in ‘special measures’ in February 2011 – concluded that the school was making satisfactory progress.

Inspectors found the amount of inadequate teaching had been reduced, and the proportion of good and outstanding teaching was increasing.

“Inspectors endorsed the school’s views of the common strengths in teaching and these could often be linked directly to recent intensive training that has taken place for all staff.

“During the inspection, the progress pupils were making in lessons was satisfactory, with some examples of good progress,” said their report.

Pupils in turn were praised for their good behaviour and attitudes to work. “Pupils confirm that they are well-informed and well-supported and therefore feel safe and happy. They enjoy their learning more and continue to attend well. They are very courteous,” it added.

Inspectors said acting headteacher Sue Romero – supported by additional senior leaders funded by Cambridgeshire County Council – had created a culture in the school where relationships were good and issues were being tackled rigorously.

“Staff morale is good. This can be seen in their willingness to participate in the considerable additional requirement to attend twice-weekly after-school training sessions. Leaders in the school have an accurate view of the quality of teaching,” they said.

Governors were also highlighted – inspectors said the school’s governing body had many new members who had a good mix of skills and were well-placed to challenge and support.

The report said the school continued to receive good support from Cambridgeshire County Council. “The action plan is detailed and suitably focussed on appropriate priorities. Generous financial support is providing strengthened leadership and suitable training through consultant support and through partnership with other schools.

“Regular and rigorous reviews take place to keep the pace on improvement brisk. The local authority has steered the process of reorganisation sensitively and with the interests of pupils at heart,” the inspectors’ report concluded.

Acting headteacher Sue Romero said: “I am very pleased that the positive progress, hard work and additional training undertaken by staff at the school during the summer term has been fully acknowledged in the OfSTED report. This progress has been achieved with the considerable support and involvement of students, parents, the County Council and other local schools. However, the school is aware that challenges remain in order to ensure that the school comes out of special measures by the target date.”

County Council Cabinet Member for Learning Cllr David Harty added: “A lot of people have devoted a lot of time and energy into transforming the fortunes of this school. I have been deeply impressed with the commitment and dedication shown by leaders and teachers in their determination to provide a higher standard of education for pupils. Although there is clearly a long way to go, progress has already been made. I am impressed and grateful too for the input and support from officers at the County Council, who were rightly praised by OfSTED in the monitoring report.”

CAMBRIDGESHIRE TRADING STANDARDS SUPPORT U’s TOP TEAM

With a new season about to start and the hope of great things, this season, from our local side it is great to see the club putting safety at the top of it’s agenda.

Cambridge United supporters and visitors to the team’s R Costings Abbey Stadium will be kept safe and secure thanks to the backing of Cambridgeshire Trading Standards.

Trading Standards Operations Manager Malcolm Taylor, who is also chairman of the CUFC Safety Advisory Group, recently presented NVQ certificates to newly qualified safety stewards.

Cambridgeshire Trading Standards is responsible for ensuring required safety standards are met at sporting venues across the county.

Malcolm Taylor, said: “It was a pleasure to present NVQ certificate to the newly qualified safety stewards as it shows the club’s commitment to keeping their safety systems in good order and ensuring a safe environment for spectators to their stadium.”

Trading Standards work closely with CUFC groundsman and safety officer Ian Darler, to ensure the stadium meets all the required safety legislation and match day staff are correctly trained and qualified.

Ian Darler said: “A lot of hard work goes in to keeping the R Costings Abbey stadium a safe place for supporters to attend fixtures, I am really pleased with the commitment from all my match day staff.”

I am looking forward to watching some good football this year at surely one of the friendliest grounds around. Let’s get back into the football league.

A14 – What is the plan for it’s upgrade?

As many will know the plan for an upgrade to the A14 has been dropped by the government, for reasons of cost. Despite it being recognised as a road of national importance the scheme, produced in different times, with a different government was seen to be unaffordable. Given  the budget for the whole country, for these sort of schemes, is £1.4 billion and the A14 scheme was going to cost £1.2 Billion it has been obvious for some time that it was not going to happen. And,  that £1.4 billion is for the whole of this funding period is already committed elsewhere.

A number of local authority leaders, together with our most senior officers and others, met with the Department for Transport as part of an A14 steering group on the 5th July. DfT had arrived to  put in place a new study for a smaller scheme. Many of us in the room made it very clear that it was action we needed not more studies. However, those that understand the workings of government, better than I do, were able to convince me that without another study their is no money and hence no upgrade. We were able to signal clearly that most, if not all, of the data must be available from previous studies so our expectation would be for a short refresh rather than a huge re-write.

We were able to lobby hard for an interim study to see what short term measures could be taken to make some improvements to the A14 right now. This seemed to convince DfT of the merits of a two stage approach which they agreed to. I was able to offer assistance in drawing up a list of improvements that could be achieved early.

So, when a Lib Dem motion came before full council yesterday on this subject, it felt like a motion that said the sun will rise every day. The trouble was it was flawed in content and would serve no purpose except some local publicity for the Lib Dems.

I continue to find it odd that some opposition members have so little knowledge of what is going on in the council and seem to think that the council does not do anything unless they shout about it. I am left wondering if they have somehow lost the trust of the council as a result of repeatedly leaking confidential information.

Chief Exec of County Council takes voluntary pay cut

I spoke a lot about the importance of strong political leadership when I became Leader of the Council a few months ago.

There’s lot of ways you can demonstrate this. Being clear about your objectives, making sure the Council’s policies and actions deliver them, never forgetting our promises to the electorate and residents. Deliver on that and residents will trust us to do what is right by them and spend their money as effectively as we can – so important in difficult financial times.

Of course you don’t lead an organisation like the County Council on your own.

Aside from the Leadership which at Cabinet level, through scrutiny and in their division councillors provide, there are our officers, experts in their field, led by our Chief Executive, Mark Lloyd.

As Head of Paid Service, Mark leads the Council’s workforce. It is an incredibly demanding, stressful and hugely responsible role.

His leadership also has to be strong.

One of the most important characteristics of a really good leader, I’ve always felt, is the ability to lead by example.

And when residents are finding life tough, and tightening their belts because money is tight, council’s can’t be out of step with what the people who pay for services are experiencing.

Those at the top, like Mark, are well rewarded for the difficult job they do.

So, it is very pleasing that Mark has chosen to lead by example, and yesterday announced he will be taking a voluntary 5% pay cut from the 1st July. Mark has also chosen not to take any of the pay increases to which he’s been entitled over the past three years. This makes his pay now 5% less than when he started at the Council in March 2008.

It’s an important act, and part of a general picture of wage restraint at the Council that demonstrates it the right thing. There won’t be any performance related pay increases at the Council this year, for example.

The County Council has a strong track record of financial management. But public expectation now goes beyond just good stewardship of public funds. We are meeting those expectations, walking the talk, and in doing so, we are demonstrating that we are doing right by residents.

County Chief Exec goes head to head with Cambridge ex Chief Exec and wins

This was a return cricket match between Cambridge City and Cambridge Horizons. Earlier in the season the city romped home as worthy victors. As this was to be the last game for Horizons the pressure was on. Alex Plant, manager, captain, kit provider, scorer and general all round good egg led the charge.

Horizons opened the batting, Horizons were quick off the mark with a four off the first ball. And so it continued. With each batsman being forced to retire at 25 we were soon changing batsman faster than England do when they face Sri Lanka.

The total raced to well over 150 for no loss of wicket, and on, and on, and on. A fine spell of umpiring by our own chief exec ensured there were no silly LBW decisions. Although it must be noted that Mark is a bowler and like all bowlers never gives a wide. I blame it on the velcro under his arms.

With the loss of only one wicket and a true cricket score on the board our 20 overs came to an end.

Rob Hammond, ex chief exec of the City Council, muttered dark thoughts. With a steely glint in his eyes he mustered his troops and sent his batsman to do battle. On a regular basis as they were quickly bowled, caught and run out. Could this be the moment when honour was restored to Horizons.

Suddenly, we had the sight of Rob taking his guard at the wicket. Despite this being a friendly game his jaw was set and the grin looked a little forced. At the other end Mark Lloyd was preparing to bowl. I couldn’t work out if he was marking out his run up or pawing the ground in expectation. Never have I seen Mark so serious. The battle of chief execs was on.

Rob played a couple of lovely shots, gaining valuable runs before Mark bent his back and ripped the stumps out of the ground. With much slapping of hands and leaping in the air, the game was ours.

Great fun, played in a fine spirit and only one reference from me about Lib Dems turning like a spinning ball. Fantastic. Apologies for any poetic licence demonstrated.

Catch up with Chief Exec

On my return from the CCN event I met Mark Lloyd at 5pm in Shire Hall. We had a good two hours checking on progress of tasks already given to him and adding a few more. Mark was also able to update me on breaking issues, which we do most days.

Interestingly, my list of things to go through was over 50 and they were just the issues that I needed action on. I can’t imaging how many have been tasked and finished.

This two way flow of information is essential to the smooth running of an organisation. It is particularly important that the leader and chief exec have the necessary experience and confidence to challenge issues and think strategically.

How many of the new Lib Dem opposition front bench would you trust to run a tap let alone a 1 billion pound council? I am not sure the new opposition Leaders experience as ” Coleman the patrolman” or pedalling a rickshaw meets the experience criteria. I am guessing that Killian is a wannabe MP now that he spends his time as a case worker for an MEP. Real job?

http://kilianbourke.mycouncillor.org.uk/about-kilian-bourke/

I can already hear the shouts of “oooh secret meetings”. No, Lib Dems, it is good effective management that enables the council to deliver services.

County Council Network

I was up bright and early this morning at 6am to tuck into my coffee and cereal before tackling the next load of emails. I left the house at 730am to catch the 8:16 train into London to attend my first meeting of the CCN.

It was great to meet with fellow leaders of county councils to hear how they are dealing with the issue of reduced funding and increased demands on services. When you listen to our very own Lib Dems, in Shire Hall, you would think that we are the only council struggling. We are not.

I pressed the case for a more robust lobbying role for the CCN in dealing with government. I also challenged how big was the CCN bite. Interestingly, at coffee break I was mobbed by a number of other leaders who totally agreed with my proposals. It felt like I had started a mutiny by asking the difficult questions. The rest of the meeting was much more focussed on outcomes.

At least they know who I am and that Cambridgeshire is on the map and making a difference.

25 most influential people on business in Cambridge News listing

Anybody who knows me or read this blog knows business and the promotion of enterprise is close to my heart. I truly believe a council that backs local business, in-turn backs its communities and ultimately the prosperity of the area.

For too long councils are seen as organisations that hamper companies rather than encourage growth. I want this perception changed.

That is why I was heartened and very flattered to see the Cambridge News had included me in their top 25 list of Cambridge’s most influential business people.

Not because I want to get my picture in the paper – if I had, I’d have asked for a better one – but more the fact I want to get the message to local businesses we are here to support you.

I know I have only been in the job a couple of months but I am glad to see that this is being recognised in what I have said and done. Now I have to make sure that not only we talk the talk but walk the walk as well

The work we have been doing on the county’s new Local Enterprise Partnership as well as lobbying for a Local Enterprise Zone is just the start. It needs to be ingrained in all that we do.

I have already had a similar conversation with our award winning Trading Standards service. I know they provide great support for businesses and want to do what they can to cut red tape and bureaucracy.

But as a businessman I know that Trading Standards can be seen as providing more paperwork and enforcement. I am glad to say we have started a new scheme which will help cut some of that bureaucracy and give Cambridgeshire businesses real advantages when they trade nationally.

Certainly the business people I spoke to seemed enthusiastic about the direction we and Trading Standards are taking and that is exactly what I want to hear.