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1 Public Document Pack Dorset Area Joint Committee Agenda Time: 2.15 pm Date: 16 October 2017 Venue: Committee Rooms A & B, South Walks House, South Walks Road, Dorchester, Dorset, DT1 1UZ (use DT1 1EE for sat nav) Rebecca Knox (Chairman) Anthony Alford (Vice-Chairman) Shane Bartlett Jeff Cant Graham Carr-Jones Spencer Flower Matt Hall Jill Haynes Colin Huckle Sherry Jespersen Ros Kayes Bill Pipe Byron Quayle Barry Quinn Gary Suttle Simon Tong Dorset County Council West Dorset District Council Dorset County Council Weymouth and Portland Borough Council North Dorset District Council East Dorset District Council West Dorset District Council Dorset County Council Weymouth and Portland Borough Council North Dorset District Council Dorset County Council Dorset County Council Dorset County Council Purbeck District Council Purbeck District Council East Dorset District Council Chief Executives: Steve Mackenzie, David McIntosh, Matt Prosser and Debbie Ward Contact: Programme Office, Colliton Park, Dorchester, DT1 1XJ DorsetareaJC@dorsetcc.gov.uk Date of Publication: Friday, 6 October 2017 The reports with this agenda are available at We can provide this agenda and the reports as audio tape, CD, large print, Braille, or alternative languages on request. Public Participation Guidance on public participation at the Dorset Area Joint Committee is available on request from DorsetareaJC@dorsetcc.gov.uk. Members of the public can ask questions and make statements at the. The closing date for questions is 10.00am on 11 October 2017, and statements by midday the day before the.

2 1. Apologies for Absence To receive any apologies for absence. 2. Code of Conduct Councillors are required to comply with the requirements of the Localism Act 2011 regarding disclosable pecuniary interests. 3. Minutes 3-8 To confirm and sign the minutes of the held on 20 September Public Participation To receive any public questions or statements on the business of the Joint Committee. 5. Local Government Reorganisation Update To consider a verbal update from the Chief Executive Sponsor of the Future Dorset Programme Board on the current status of the Future Dorset proposal submitted to Government in February Programme Resourcing Plan 9-20 To consider a report from the Programme Director on the initial resources needed to begin to develop and deliver the work programme of the Joint Committee 7. Communications and Engagement Plan Update To consider a report from the Programme Director on progress made with the delivery of the Communications and Engagement Plan. 8. Work Programme and Forward Plan To consider the work programme and forward plan for the Joint Committee, presented by the Programme Director.

3 Agenda Item 3 Dorset Area Joint Committee Minutes of the held at South Walks House, South Walks Road, Dorchester, Dorset on Wednesday, 20 September 2017 Present: Rebecca Knox (Chairman) Shane Bartlett, Jeff Cant, Graham Carr-Jones, Hilary Cox, Spencer Flower, Matt Hall, David Harris, Jill Haynes, Colin Huckle, Sherry Jespersen, Byron Quayle, Barry Quinn, Gary Suttle, Alan Thacker and Simon Tong Officer Attending: David McIntosh (Chief Executive East Dorset District and Christchurch Borough Council), Matt Prosser (Chief Executive West Dorset District, Weymouth & Portland Borough and North Dorset District Council), Debbie Ward (Chief Executive), Darran Gunter (Programme Director LGR), Stuart Caundle (Monitoring Officer), Bridget Downton (General Manager - Purbeck District Council) and Lee Gallagher (Democratic Services Manager). Election of Chairman 1 On considering the election of the Chairman of the Joint Committee, Cllr Graham Carr-Jones proposed Cllr Rebecca Knox, which was seconded by Cllr Jeff Cant. On being put to the vote Cllr Rebecca Knox was duly elected as the Chairman. Resolved That Cllr Rebecca Knox be elected as Chairman of the Joint Committee for 2017/18. Election of Vice-Chairman 2 On considering the election of the Vice-Chairman of the Joint Committee, Cllr Alan Thacker proposed Cllr Anthony Alford, which was seconded by Cllr Sherry Jespersen. On being put to the vote Cllr Anthony Alford was duly elected as the Vice-Chairman. Resolved That Cllr Anthony Alford be elected as Vice-Chairman of the Joint Committee for 2017/18. Apologies for Absence 3 Apologies for absence were received from Cllr Tony Alford (West Dorset District Council), Cllr Ros Kayes (Dorset County Council) and Cllr Bill Pipe (Dorset County Council). Cllr Alan Thacker attended for Cllr Alford, Cllr David Harris attended for Cllr Kayes, and Cllr Hilary Cox attended for Cllr Pipe. Code of Conduct 4 There were no declarations by members of disclosable pecuniary interests under the Code of Conduct. Public Participation 5 There were no public questions received at the in accordance with Standing Order 21(1). There was one public statement received at the in accordance with Standing Order 21(2) from the Dorset Association of Parish and Town Councils regarding the Dorset Area Joint Committee. The statement is attached to these minutes as an annexure. Page 3

4 Refining Terms of Reference of the Dorset Area Joint Committee 6 Councillors considered a report by the Assistant Chief Executive of the Dorset Councils Partnership, as the Acting Monitoring Officer of the Joint Committee, on the terms of reference of the Joint Committee within the remit set by all of the six partner councils, and the quorum arrangements for future s. Members considered modest refinements to reflect the nature of discussions and priority areas, which was discussed at an informal workshop on 14 August In addition to the terms of reference, the quorum of the Joint Committee was discussed which would see 50% of the membership of the Committee plus one member (9), but consideration was given to whether all councils must be represented within the quorum. The need for the quorum to include at least one representative from each council was explained as a logical arrangement by Cllr Flower. However, some other views were shared which recognised the importance of the Committee to ensure that all members attended, and that there were named substitutes for occasions when this was not possible. Resolved 1. That the refined terms of reference attached at appendix 1 of the Monitoring Officer s report be approved. 2. That the working practice for the purpose of the Joint Committee s quorum (Option 1 50% membership plus 1) be approved. Local Government Reorganisation Submission Update 7 The Joint Committee received a verbal update on the current status of the Future Dorset proposal submitted to Government in February 2017 by the Chief Executive Sponsor of the Future Dorset Programme Board. It was acknowledged that it was a legal duty of Government to respond to the submission, but there was no defined timescale for this to happen and councils were therefore awaiting an announcement. In addition, it was noted that the Leaders and Chief Executives in support of Future Dorset proposal were due to meet with the Secretary of State and his representatives on 27 September 2017 in Westminster. The timeline continued to be updated, and the impact of the delayed announcement was being assessed, together with Future Dorset workstreams continuing to concentrate on some areas of disaggregation and legal implications. Noted Outcomes from Collaborative Working Workshops 8 The Joint Committee received a verbal update from the Chairman about the outcomes of the Collaborative Working Workshops held on 14 August and 20 September 2017 attended by representatives of the Joint Committee. Cllr Knox drew attention to the positive start to joint working by the workshops and highlighted that, in addition to the terms of reference, there were three main areas of focus identified where progress could be made early in the life of the Joint Committee, as follows: Shared Services Multi-discipline Teams Community Partners Engagement In addition, it was recognised that there were other longer term, and more complex, priorities such Affordable Housing, economic development including the work of the Local Enterprise Partnership, and One Public Estate. Page 4

5 Together with the priority areas identified so far, it was also felt that the wider membership of partner councils should be welcomed to take part in the workstreams which would drive the priority areas, build on the spirit of collaboration, encourage participation, and would ensure that the skills of individuals were used. This could be done in a variety of ways, or could be more specific as required, depending on the subject matter and focus of a particular workstream or workshop. More consideration of the offer to the wider membership of councils would be given due consideration outside of the. It was also noted that the role of town and parish councils, including the Dorset Association of Town and Parish Councils, would have an important role in contributing to workstreams. Cllr Knox confirmed that this was captured as part of the wider communications and engagement approach. Resolved 1. That the initial and future priority areas of focus, as detailed above, be supported. 2. That the degree of involvement of the wider membership of partner councils be considered. Proposed Methodology for Collaborative Working Across the Dorset Area Joint Committee 9 The Joint Committee considered a report and presentation by the Programme Director Local Government Reorganisation (LGR) regarding the future collaborative working methodology between partner councils of the Joint Committee. The presentation explained the new methodology which needed to be agile and scalable depending on the scale of the Joint Committee s ambition, to be able to bring together all involved in collaborations to cover all eventualities, and to incorporate existing collaboration such as the Dorset Finance Officers Group and Monitoring Officers Group. A six stage process, as an amalgam of change management best practice was summarised. Members welcomed the good relationships so far and the start position of the Joint Committee, to move towards areas of collaboration, engagement with staff and communities, sharing of baseline information, and to understand and shape future delivery. Reference was also made to the potential for a commercial partner to assist with baselining. The steps through the development of business cases in complex areas, together with the need to assess all available options, and include stakeholders and staff, through to implementation planning and delivery were outlined. Although there was no programme team there was some support through the Programme Director as part of his LGR role, and other commitment such as communications officers working collectively outside of their normal day jobs. In relation to LGR it was explained that the delay of any decision, if it was to proceed, could see a focus on a transitional and transactional introduction of a new Council, and transformation of the organisation would follow due to the impact on timescale to deliver by March With regard to the workstreams, support was given to the need to progress the first three priorities as outlined in minute 8 above. It was suggested that although it would be part of the workstreams, the aspiration to work more innovatively should be more visible. It was agreed that this would be built into the methodology, as well as the need to draw attention to the exciting aspects of each of the priority areas. Page 5

6 A concern was raised about the need for good joint scrutiny of the Joint Committee and the workstreams to provide necessary checks and balances. It was also suggested that consideration should be given to the timescaling of the individual priority areas, which would begin to build a picture of the size and scope of the workstreams, and would provide the opportunity to consider in terms of short, medium and long term realistic ambition and scaling. The Committee supported the need to look at timescales and to not impose areas that were not achievable. Resolved 1. That the proposed programme structure and methodology be approved. 2. That direction of the Joint Committee in relation to the early establishment of workstreams to progress joint working (as outlined in paragraph 2.7 of the Programme Director s report) be approved, subject to the comments made in the minute above and in minute 8. Communication and Engagement Strategy and Plan 10 The Joint Committee considered a report by the Programme Director Local Government Reorganisation on the proposed Communication and Engagement Strategy and Plan of the Joint Committee to support the development of collaborative relationships and sharing of the future plans and delivery of the future joint working relationships. Members welcomed the development of the strategy and plan which needed to mirror the Joint Committee s work plan and provide consistent messaging to all partners and staff with templates for communications and core briefings which would be signed off by the Chairman at the end of each. The responsibility of communications teams to act as a collective body across all partner councils was supported. In relation to digital communication, it was suggested that the increased use of Skype across partner councils could be used to enhance working outside of formal s and contribute to the development of digital access. It was noted that a practical system check would be useful, but this was a very small element of the wider Strategy. Resolved 1. That the proposed methodology and approaches to the development of the communication and engagement strategy and plan be approved. 2. That the media protocols be agreed. 3. That the actions proposed in the short term communication and engagement plan be agreed. Forward work plan for the Dorset Area Joint Committee 11 The Joint Committee considered a proposed Forward Work Plan of work which focused on an initial three month period in order to establish a longer term programme of work. It was noted that a further informal workshop would be needed following the direction provided throughout the. The next formal was agreed as 16 October 2017 and the thereafter would be confirmed shortly on 14 or 15 November In addition to the progressive work being driven by the Joint Committee it was suggested that the work plan include high level tracking of performance delivery across partners which would help to provide assurance of business as usual and would raise awareness of services provided by each partner council. It was agreed that this would be investigated and included in the work plan. Page 6

7 Resolved 1. That the initial Forward Work Plan of the Joint Committee be approved taking into account the priority areas highlighted throughout the, and the addition of high level tracking of partner service delivery. 2. That an informal workshop be arranged for the next on 16 October. 3. That the date of the next formal be confirmed on 14 or 15 November That high level tracking of performance delivery across partners be included in the work plan. Meeting Duration: pm pm Page 7

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9 Agenda Item 6 Dorset Area Joint Committee Date of Meeting 16 October 2017 Subject of Report Programme Resourcing Plan Executive Summary This report outlines a forecast of resourcing requirements, roles and relationships to support the work of the Joint Committee and potentially more complex change as a consequence of Local Government Reorganisation (LGR). Whilst at the time of writing we are still awaiting a decision in respect of LGR, it is necessary to consider and commence recruitment processes so that recruitment options are available to support the emerging work of the Joint Committee. Budget Implications Recommendation It is estimated that for year one, depending on the work of the Joint Committee, the cost of the team could range from 200,000 to 1million. That the Joint Committee agrees to: 1. Recruit a Programme Manager and a Communication & Engagement Manager to support the work of the Joint Committee. 2. Commence recruitment processes for a larger team in readiness to support any work arising from any LGR decision. Appendices 1. Programme Management Structure 2. Programme Manager Job Description Background Papers 1. Communication and Engagement Strategy and Plan Report presented to the Dorset Area Joint Committee on 20 September Page 9

10 Report Originator and Contact Name Darran Gunter Programme Director Tel: Page 10

11 1. Background and Reason Decision Needed 1.1 At the first of the Dorset Area Joint Committee, it was agreed that the Committee would provide the vehicle to progress collaborative and partnership working across member Councils. Depending on the Minded decision the Committee may develop into the Executive Committee to lead the development and implementation of a new Dorset Unitary Council. 1.2 The Committee will be outlining the programme of work over the next few months, which will require appropriate levels of resources to support the design, development and implementation of the programme of work. 1.3 To date, DCC and DCP Councils have jointly appointed a part time Programme Director to initiate the first phase with Partner Councils. The emerging programme of work now requires further consideration of the resourcing requirements to support the next phase of the programme. 1.4 The initial roles may be high level programme management, co-ordination and professional leads across corporate and support services disciplines. 1.5 As the programme develops, further resource requirements will be identified to build on the capacity, skills, knowledge and experience required to deliver the programme of work. 1.6 By nature of the current landscape, consideration will need to be given to how a flexible and dynamic resourcing model can be developed that can operate in a changing environment and meet the pace and approach of delivery that the Committee is seeking. Similarly, budget agreement and provision will need to flex to support resourcing requirements. 1.7 This report proposes an approach to fulfilling the initial resource requirements, while also offering a scalable and flexible design for the future resource requirements, particularly during the initial period. 2. Programme Structure 2.1 By the nature of the governance and partnership arrangement, there needs to be a structured approach to the governance, activities and management of performance delivery. 2.2 Due to the Councils awaiting a decision from Secretary of State, as previously mentioned the programme structure, governance and resourcing needs to be scalable, flexible and proportionate to the current and future requirements. 3 Page 11

12 2.3 Working to the most complex scenario, the structure chart attached at Appendix 1 provides an illustration of the proposed resources and relationships for the design and delivery of a new unitary council. Quite apart from a new Council, the programme structure and resourcing will be directly influenced by the scale and pace of ambition for transformation, integration or collaboration. 2.4 To provide support to the Joint Committee and to assist in developing a team, it is proposed (phase 2) to firstly appoint a Programme Manager and a Communication and Engagement Manager, and depending on the decision by the Secretary of State, then fill team structures as a potential change programme develops. 3. Resourcing Requirements for Phase 2: Early development of the programme Programme Manager 3.1 The Programme Manager post will be the first key role that needs to be appointed to support the development of the high-level programme and identify the supporting resource requirements. 3.2 Appendix 2 provides a draft job description for the Programme Manager. Communication and Engagement Manager 3.3 A Communication and Engagement Strategy and Plan report was presented at the 20 th September of the Joint Committee. 3.4 The report outlined the requirement for a Strategic Communication and Engagement Manager to start the development of the overarching strategy and the development of the detail of the communication and engagement plan. 3.5 The programme will require a high level of communication across Councils as well as with an extensive range of external stakeholders. The initial requirement will be to develop a strategic communication and engagement plan which will describe innovative approaches, and have a strong focus on management and delivery of consistently, timely and appropriate two-way communication. 4. Resourcing Requirements for Phase 3: Development of complex change management 4.1 As indicated in the earlier sections of this report, the medium and longer-term resourcing requirement will be determined by the decisions from Central Government and/or the appetite of the Joint Committee for developing collaborative and partnership working across the councils. 4 Page 12

13 4.2 The programme structure in Appendix 1 outlines the following roles and resourcing requirement, however, as the programme develops, the types and level of resources will be confirmed. 4.3 By nature of looking at developing a flexible and dynamic resourcing model, options will be considered as the need arises, which may be fulfilled through secondments, externally appointed posts and external service provision such as external professional services advisors. I. Workstream Co-ordinators (2) The key purpose of these roles will be to coordinate and lead the activities in relation to the assigned workstream(s). Work will be directed by the Member Workstream Chairs and reported through the programme management governance. The posts will support developing on the vision that has been set-out for collaborative working across the Councils and with wider Dorset partners. The workstreams will be Councillor led with Officers supporting the development and delivery of the work plan. The role of the Workstream Co-ordinator requires a blend of skills across programme and project management while also having the ability to build and sustain relationships that will support optimising performance. By nature of the programmes an understanding of the political landscape and being able to find common ground through understanding of differing views is a highly-desired skill. The post will regularly liaise with Officers across a range of disciplines, as well as partner organisations and communities. II. III. IV. Finance Manager (s) - The initial activities include supporting any pan Dorset baselining, disaggregation (where appropriate), cost and benefit modelling, financial risk assessment, development of financial aspects of changes or developing new operating models, budget scenarios, and financial impact of change. Legal and Democratic Support Leading and advising on statutory/non-statutory requirements that impact on the changes to operating models, including governance and constitutional requirements. Ensuring that the Committee is aware of legal and legislative risks and impacts, and ensuring legal and regulative compliance. Resourcing to meet the appropriate level of democratic support. Business Analysts and Intelligence (2) Leading on the profiling of Dorset s communities and establishing the current make-up, including vulnerabilities specific to local geographies. To support evidence based scenario building bringing together data for commissioning models and priorities, including understanding demand, impact of early intervention, cost benefit analysis and trend analysis. A strong understanding of approaches and methodologies of interpreting and bringing together various sources of information to provide holistic views of communities as well as benchmarking to identify opportunities for improvement. These post holders will also be able to develop and provide information through various written and visual methods including use of bulletin reports, data visualisation tools such as infographics and dashboards. V. ICT and Digital Ultimately, this will involve development of the technological and digital strategies and proposed implementation plans. In the short term this will include software convergence and migration plans, together with more immediate transition and business continuity related issues. 5 Page 13

14 VI. Human Resources and Organisational Design and Development Leading on the organisation design and development strategies, supporting workforce development and the change programme to develop and implement the new operating and delivery model. As the programme develops this will need to grow into a small team that supports workstreams and also manages issues associated to organisational design structures, pay and grading, job evaluation, TUPE and associated staff consultation issues. 5. Resource Funding and Cost Sharing 5.1 The estimated and indicated costs for funding the two initial posts has been based on a fairly wide salary range as the size, scale and complexity of the programme will determine the level of skills, knowledge and experience required for the posts. 5.2 Market conditions are also a significant factor and consideration on the ability to recruit to these posts which has also influenced the proposed salary ranges. 5.3 The table below indicates indicative costs for phases 2 and 3 for year 1 Resource roles/types Est Cost (incl on costs) 000 Programme Manager 95 Communication & Engagement Manager 80 Workstream coordinators (x2) 140 Finance Manager 90 Legal and Democratic support 80 Business Analysts (2) 120 ICT and Digital 120 HR and OD (provision for team) 200 Contingency 75 Total 1000 ( 1m) 5.4 The Local Partnerships report, dated 24 th August 2016, that supported the LGR submission, outlines indicative overall costs for the development of the two Unitary Councils to be in the region of 25m. This figure has been developed at a high level and reflects the estimated costs for design and implementation of the Councils and the costs of reducing the establishments. As the programmes develop, further work will need to be undertaken to establish detailed costs and funding requirements. 5.5 It is proposed that the Section 151 Officers develop a cost sharing model and Committee Members are asked to consider the appropriate approach to agreeing cost allocation. 5.6 The budget will be reported regularly through the Joint Committee. 6 Page 14

15 6. Recruitment Approach 6.1 Due to the nature of the posts it is deemed appropriate for the Programme Manager and Communication and Engagement Manager to be advertised externally in tandem with seeking internal expressions of interest. For the remaining team members it is proposed that the Programme Director in consultation with Chief Executives and Councils HR Leads develop an approach and process for internal expressions of interest and recruitment process, based on best practice. Where no suitable candidates are found through this process, external advertising and recruitment processes will apply. 6.2 The communication and process will need to be fair, transparent and consistent across all of the Councils. 7. Summary 7.1 At the time of writing the report we were still awaiting a decision from the Secretary of State regarding a potential Unitary Council for the Dorset Area. The proposed initial resourcing plan, whilst outlining a larger team to potentially address LGR, allows for the immediate recruitment of a Programme Manager and Communication & Engagement Manager to support the work of the Joint Committee. Darran Gunter 4 October Page 15

16 Appendix 1 Page 16 8

17 Appendix 2 JOB DESCRIPTION Job Title: Programme Manager Job Ref: Job Family: Location: See Context Statement See Context Statement Grade: Reports to: Appropriate manager as specified in the context statement Main job purpose 1. To assist the Programme Director and Joint Committee in defining the programme. 2. To manage the establishment of a single Dorset Unitary Council Programme covering the delivery of major change management projects, that are critical to corporate and/or sponsor objectives (as detailed in the context statement) and will develop or implement new policies, service delivery mechanisms or business processes that span a wide range of services and functions. 3. To guide the Programme Director and Joint Committee, ensuring robust programme governance and maintenance of a consistent, coherent and complete perspective of the programmes and projects. 4. In support of this, to ensure that relationships with internal and external stakeholders and partners including suppliers are managed effectively. 5. To provide leadership, direction and the day-to-day management of the Programme s resources as detailed in the context statement. 6. To ensure the overall integrity of the programme is maintained, including identification of the programmes and related projects interdependences and interfaces, both internally and with the wider public sector partners related programmes. 7. To use an agreed methodology to plan and prepare for the effective measurement of benefits arising from the programmes or projects. 8. To provide evidence by reports for project or programme sponsors that demonstrates achievement of objectives. 9. To advise and guide Councillors, Chief Executives and the Programme Director as appropriate on matters concerning the planning and delivery of major change projects. 9 Page 17

18 Main responsibilities and duties 10. Be responsible for the planning, co-ordination and control of the establishment of a Dorset Unitary Council. 11. To lead, through projects, in challenging existing practice and developing new and improved policies, business processes and working practices, and to take a proactive role in preparing the business for any changes resulting from their deployment. 12. To take a lead role and ownership of the change control process, ensuring that any interdependencies between the workstreams and other programmes and projects are identified, understood and managed effectively. 13. To engage with all key internal stakeholders to ensure that effective relationships are developed and sustained throughout the project to ensure that project stakeholders appropriately participate in the delivery of the project. 14. To manage the relationship with any appointed implementation partners and third party suppliers, working closely with the partners or suppliers project manager(s) to ensure successful project delivery, 15. To lead, direct and motivate cross-council project teams, taking management responsibility for their project work. 16. To design the individual components of a programme and assemble these into a fully developed solution that meets the programme aims and objectives. 17. To provide expertise, develop and promote good practice on programme management, business change tools and techniques and other related matters across the Councils. 18. To manage resources within the project team/function as directed and according to Councils policies and standards including employees, budgets, equipment, suppliers and contractors ensuring that financial and other performance targets are achieved and with due regard to the confidentiality, security and integrity of information held in systems to which the team has access. 19. To ensure the application of business process re-engineering, lean and other business change techniques as appropriate to the needs of particular programme, projects and situations. 20. To identify opportunities for the application of best practice from other local authorities, public sector and private organisations to provide business solutions transformation networks as specified in the context statement. 21. To ensure project management of projects to the approved standards including preparation and monitoring of project plans, managing project resources and risks and issues, preparing highlight reports, carrying out post project appraisals and ensuring that project support is supplied and used effectively. 22. To collect, through research and other means, data of all types, including financial and statistical data, and consultation material. Evaluating and analysing this data to produce evidence based conclusions. 10 Page 18

19 23. To produce written reports that contain evidence based recommendations to resolve complex programme and project issues. Presenting these reports to project boards, Programme Boards and to elected members. 24. To provide professional advice and support to Councillors, Chief Executives and the Programme Director in the course of projects and otherwise as appropriate to ensure that they are able to make an effective contribution to the project outcomes. 25. To establish and maintain good working relationships both inside and outside the Councils, including partnering and networking, to ensure that aims and objectives at team and programme level are achieved. 26. To supervise or provide advice and guidance to other members of the Team as required. 27. To demonstrate the ability to effectively manage and motivate self and staff including those in cross-council project teams 28. To advise stakeholders, including government departments, on the planning and development of major aspects of the organisational change programme. 29. To undertake any other comparable or lesser duties commensurate with the general duties of the post, as requested by the programme board Key Knowledge and Skills 30. Track record of supporting large scale and complex programme that involves delivery through co-ordination and engagement with a wider range of strategic partners and stakeholders 31. Ability and demonstrable experience in effectively leading and managing direct reports and matrix management methods 32. Excellent interpersonal skills, ability to work effectively in highly charged political environments, able to present complex situations and arguments in an articulate manner that is appropriate to the audience and to manage conflict through effective mediation and negotiation. 33. Proven ability to manage complex and conflicting demands across partners and wider stakeholders.resources (job holder s responsibility for physical and financial resources) 34. Responsibility for project budgets, as directed, and for authorising payments in accordance with programme board direction and project tolerances. 35. Responsible for resources to fulfil the job purpose, which may include fixed and variable assets including ICT equipment. Working Environment 36. Office based post with significant travelling required to attend s and sites, locally and nationally. 11 Page 19

20 37. Expected to liaise with contractors and external suppliers (where used) including supplier visits and visits to other sites. 38. Conflicting demands and deadlines are a regular feature of the post, including managing demands made on subordinate staff and managing conflicts and dependencies that impact of the successful delivery of major change projects. 39. The post will require the holder to work occasionally in challenging situations where robust debate occurs, and may involve attending evening s. Job description prepared by: Darran Gunter Designation: Programme Director Date: Oct Page 20

21 Agenda Item 7 Dorset Area Joint Committee Date of Meeting 16 October 2017 Subject of Report Communication and Engagement Plan Update Executive Summary At its on 20 th September, the Dorset Area Joint Committee considered a report on the development of a Communications Strategy and Delivery Plan. Since this, the partner Councils Communication Officers have completed the initial phase of work outlined in the draft communication plan. The updated plan is attached in Appendix 1, the communication activities to date are shown as shaded and complete on the document which include: Live updates tweeted through the Update of the Joint Committee website in light of the outcomes from the first to reflect the agreed terms of reference, and the election of the Chair and Vice Chair Joint Core Brief has been shared and disseminated across partner councils The Communication Officers have prepared the next phase of the communication for the October Joint Committee activities. The Programme Resourcing Plan report, to be presented to the Joint Area Committee on 16 October, outlines the short to medium term resourcing requirement for a Communication and Engagement Manager to lead on the development of the Communication and Engagement Strategy and lead on the further detailed development of the communication plan working in conjunction with partner Councils Officers. Budget Implications Recommendation Appendices These are no direct financial consequences from this report. That the Joint Committee notes the progress of the development and implementation of the Communication Plan. Appendix 1. Dorset Area Joint Committee Communication and Engagement short term plan 1 Page 21

22 Report Originator and Contact Name Darran Gunter Programme Director Tel: Page 22

23 Appendix 1 Dorset Area Joint Committee Communication and Engagement short term plan September 2017 November 2017 Date Approach/Channel Stakeholder group September Early September prior to 1 st formal Early September prior to 1 st formal Page 23 Early September prior to 1 st formal Stakeholder interest Key lines Purchase of website for the Dorset Area All High Purchase of a neutral site for the JC Set-up new site with information relating to membership and contacts etc. Internal message from Leaders and CEOs Staff High Background of DAJC via Reference the website and Elected Members Committee membership timetables for information being available Roles and responsibilities Weave in joint working lines If we get a positive minded to or a negative, how will this affect JCs? Future dates How JCs fit in with LGR Timeline with Implementation Executive Touch on Bmth, Poole, XCH JC Item in CEX blogs or on intranets Staff across all orgs High The is coming up See here for agenda How important the JC is to LGR Joint working arrangements Delivery Complete Complete Complete Early September prior to 1 st formal Formal notification of the will be published through the new website and by councils for formal process of Committee s Residents/other Med/Low Meeting is coming up Look out for live tweets during? Look out for actions moving forward Complete Early September External - Create a masterplan calendar of all Councils planned external publications and External and Internal Information for longer term communication and engagement planning Complete 3

24 Date Approach/Channel Stakeholder group 20 September First formal DAJC During formats such as Your Dorset, About Purbeck etc Internal Staff and management briefing timetables Stakeholder interest Key lines Consider live tweets Residents/other Med/low Tweeting key decisions/ messages throughout the Delivery Complele 20 September First formal DAJC straight after Page 24 External message via news release Record interview with Chair to support written release Media (including residents, partners, town and parish councils, VCSE etc) Medium Who attended (plus if any members of public) Election of Chairman(including quote) What was discussed/agreed Details of workshop and actions Actions moving forward Where formal minutes can be found How does this link with LGR? Date of next Update website site with news release and recorded interview of the new Chair Complete 20 September First formal DAJC Straight after Internal message via from CX Internal to Members from Leaders Staff Elected members High Who attended Election of Chairman(including quote) What was discussed/agreed Details of workshop and actions Actions moving forward Where formal minutes can be found Date of next Complete 22 September After 1 st formal Consideration of live interviews through local news t.v./radio Staff High As above 4

25 Date Approach/Channel Stakeholder group Stakeholder interest Key lines Delivery 28 Sept Planned staff briefing DCC & DCP staff Content to be agreed Complete DCC only End September Agree approach and process for managing All Med Process developed for managing with enquiries,, Q&As and Feedback Chairman, Leaders and Chief Executives Complete October 4 October Planned staff briefing DCC & DCP staff Content to be agreed Complete DCC only Early October Prior to 2 nd Page 25 Early October Prior to 2 nd Early October Prior to 2 nd Updating of the website content may Development of the priorities include: Sharing of workplan for the Subjects for future s Committee and priorities consider Newsfeed for any developments from targeted communication and engagement if SoS appropriate FAQs Item in CEX blogs or on intranets Staff across all orgs High Mention the is coming up See here for agenda How important the JC is to LGR Joint working arrangements External message via news release Media (including Medium What was discussed/agreed at residents, partners, previous town and parish Agenda items of next councils, VCSE etc) Reminder of previous actions were Where formal minutes can be found Date of next Complete Complete Early October Prior to 2 nd Internal message via Elected Members Staff High What was discussed/agreed at previous Agenda items of next Reminder of previous actions were Where formal minutes can be found Date of next 5

26 11 October Prior to 2 nd Date Approach/Channel Stakeholder group Planned staff briefing (DCC) Stakeholder interest Key lines Delivery 16 October Second formal During 2 nd formal Live tweets during second formal Residents/other Med/low Tweeting key decisions/ messages throughout the 16 October Straight after 2 nd formal Page October Straight after 2 nd formal News release sent out straight after Internal message via from CX Internal to Members from Leader Media (including residents, partners, town and parish councils, VCSE etc) Staff Elected members Medium Business discussed Quote from Chairman Quotes from Councils Leaders Actions moving forward Webpage update Date of next High Who attended Election of Chairman(including quote) What was discussed/agreed Details of workshop and actions Actions moving forward Where formal minutes can be found Date of next Late October After 2 nd formal News article in Your Dorset (deadline for sign off 16 October) Residents Medium Background of DAJC Committee membership Roles and responsibilities Weave in joint working lines How would a positive or negative minded to affect JCs? Future dates Timeline with Implementation Executive 6

27 Date Approach/Channel Stakeholder group Stakeholder interest Key lines Touch on Bmth, Poole, XCH JC Delivery November Early November prior to 3 rd formal Page 27 Early November Prior to 3 rd formal Early November Prior to 3 rd formal 15 November 3 rd formal During Item in CEX blogs or on intranets Staff across all orgs High The is coming up See here for agenda How important the JC is to LGR Joint working arrangements External message via news release Internal message via Intranets Media (including residents, partners, town and parish councils, VCSE etc) Elected Members Staff Medium What was discussed/agreed at previous Agenda items of next Reminder of previous actions were Where formal minutes can be found Date of next High What was discussed/agreed at previous Agenda items of next Reminder of previous actions were Where formal minutes can be found Date of next Live tweets during 3 rd formal Residents/other Med/low Tweeting key decisions/ messages throughout the 7

28 Date Approach/Channel Stakeholder group 15 November 3 rd formal Straight after News release straight after 3 rd formal Media (including residents, partners, town and parish councils, VCSE etc) Stakeholder interest Key lines Medium Business discussed Quote from Chairman Actions moving forward Where minutes can be found Date of next Delivery 15 November 3 rd formal Straight after 3 rd formal Page 28 Mid November After 3 rd formal Internal message via from CX Internal to Members from Leader Staff Elected members High Who attended Election of Chairman(including quote) What was discussed/agreed Details of workshop and actions Actions moving forward Where formal minutes can be found Date of next Item in CEX blogs or on intranets Staff across all orgs High The is coming up See here for agenda How important the JC is to LGR Joint working arrangements 8

29 Agenda Item 8 Dorset Area Joint Committee Date of Meeting 16 October 2017 Subject of Report Forward work plan for the Dorset Area Joint Committee Executive Summary Appendix 1 of this report provides the existing workplan of the Joint Committee. The workplan is a live document and will be updated to reflect the future work agreed by the Committee following the informal workshop, scheduled to take place on 16 th October. Budget Implications These are no direct financial consequences from this report. Recommendation i) The Joint Committee notes the forward plan. Appendices 1. Forward Plan Report Originator and Contact Name: Darran Gunter, Programme Director Local Government Reorganisation Tel: darran.gunter@dorsetcc.gov.uk 1 Page 29

30 Appendix 1 Forward Plan Meeting Chair Lead Officers Support Officer Dorset Area Joint Committee Cllr Rebecca Knox Matt Prosser, Debbie Ward, Steve Mackenzie, David McIntosh, Darran Gunter Tbc Regular Items Apologies Minutes from previous Forward Plan DATE OF MEETING 15 November 2017, 2.30pm 1. Prepare draft papers 2. Submit draft papers to Dorset Area CXs 3. Formal circulation of papers to lead officers for sign off 4. Deadline for approval of papers Page Publication of agenda and papers Item Lead Senior Officer(s) supporting Shared Services scope and outline work programme Outline for next phases of collaborative work priorities Outline programme of work for Dorset Area Unitary, to include: -Disaggregation principles and policies Chairman Chairman Programme Director Chief Executives & Programme Director Chief Executives & Programme Director Chief Executives Additional support 23 October October November November November 2017 Outcome (Decision / consultation / update / annual review) Decision on progressing activities Decision on progressing activities Delivery method (e.g. Presentation / report ) Decision maker (if applicable) Prior consultees Report Committee TBC N/A Report Committee N/A N/A Dependent on Minded Decision Section 151 To agree approach TBC TBC TBC TBC Officers & Monitoring Officers To be submitted to

31 -Council tax harmonisation principles -Future Dorset structural change order Detail and progress of programme of work, updates on emerging workstreams Programme Director Chief Executives DATE OF MEETING 13 th December 2017, 2.30pm 6. Prepare draft papers 7. Submit draft papers to Dorset Area CXs 8. Formal circulation of papers to lead officers for sign off 9. Deadline for approval of papers 1. Publication of agenda and papers Item Lead Senior Officer(s) supporting Page 31 Progress update on collaborative priorities detail TBC Chairman Chief Executives & Programme Director Section 151 Officers & Monitoring Officers Additional support 22 November November November December December 2017 Provide assurance on progress Outcome (Decision / consultation / update / annual review) Decision on progressing activities TBC TBC TBC TBC Delivery method (e.g. Presentation / report ) Decision maker (if applicable) Prior consultees Report Committee TBC N/A To be submitted to Progress against programme including relevant workstream reports Programme Director Chief Executives Dependent on Minded Decision Section 151 TBC TBC TBC TBC TBC Officers & Monitoring Officers

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