Community Council Bi-Annual Session 22 nd November 2018

1. Community Council Bi-Annual Session 22nd November 2018

2. Welcome and Introductions: Provost Ronnie Proctor

3. Introduction: Margo Williamson

4. Community Councillors Evening Going from GOOD to GREAT as a Partnership

5. Our context • Financial constraint • Regional collaboration • Community Empowerment • Outcome focus and working in partnership

6. Partnership Opening the mind - to challenge our assumptions Opening our heart - to listen and truly hear one another Opening the will - to let go of pre-set goals and agendas and see what is really needed and possible with and in communities

7. Services V Outcomes Number of teachers/schools Benefits paid Green space, parks etc. cared for Support front door recycling and retaining recycling centres Student success Social equity Improved environment Environmental responsibility

8. Shifting our offer – negotiating a deal Services we provide Outcomes people need Personalised outcomes based on need Preventative support co –produced with others Efficient services Value for money from the collective providers in Angus • Paternalistic • Top down provision • Input or outputs based contracts • Focused on cost reduction or producer interest • Supply led

9. Local Governance Review Democracy Matters Conversations throughout the country November - december Intentions to decentralise power, resources and responsibilities They want to know if it’s a good idea They want to know how it could work in practice

10. Change Real change starts with recognising that we are part of the system we need to change.

11. What? We must acknowledge the value of collaborating organisations and citizens to jointly develop solutions

12. How? By shifting our collective focus away from reactive problem solving to co-creating our future

13. Change Real change starts with recognising that we are part of the system we need to change. As a powerful group here today, what are we warmly and respectfully asking each other for? How will we know when we have it?

14. Community Council Role: Ian Lorimer Head of Finance & Legal

15. Community Council Role Key things to be aware of to help you in your role: • Information Handbook • Angus Council Scheme of Establishment • Your Constitution • Code of Conduct for Community Councillors • Council Website a useful source of information too:- https://www.angus.gov.uk/have_your_say/community_councils/scheme_for_the_establishment_of_community_councils

16. Background • Not new - Local Government (Scotland) Act 1973 • Councils/Other public bodies required to consult CCs “In addition to any other purpose which a community council may pursue, the general purpose of a community council shall be to ascertain, co-ordinate and express to the local authorities for its area, and to public authorities, the views of the community which it represents, in relation to matters for which these authorities are responsible, and to take such action in the interests of that community as appears to it to be expedient and practicable.”

17. Purpose of Community Councils • General purpose - to act as a voice for your Area • Will include:- • articulating views and concerns of local people • making representations to the Council, other public sector bodies on matters within the CC sphere of interest • being statutory consultee on planning applications • Its essential CC views are demonstrated to be accurately representative of the community • Strong emphasis on consultation and trying to engage with whole community – need to comply with the National Standards for Community Engagement and relevant equality legislation

18. National Standards for Community Engagement 1. INCLUSION: we will identify and involve the people and organisations that are affected by the focus of engagement 2. SUPPORT: we will identify and overcome any barriers to participation 3. PLANNING: there is a clear purpose for the engagement, which is based on a shared understanding of community needs and ambitions 4. METHODS: we will use methods of engagement that are fit for purpose 5. WORKING TOGETHER: we will work effectively together to achieve the aims of the engagement 6. COMMUNICATION: we will communicate clearly and regularly with the people, organisations and communities affected by the engagement 7. IMPACT: we will assess the impact of the engagement and use what has been learned to improve our future community engagement

19. Your Role as a Councillor • To establish and represent the views of your community • Not about offering personal views on a subject • Will involve discussing issues with people in the community to clarify their views and assess the strength of feeling on various topics • You also should promote the community council and its work and make yourself accessible to the local community

20. Ex-Officio Members • Local Authority Councillors, MPs, MSPs, and MEPs whose wards or constituencies fall wholly or partly within the geographical area of the Community Council area shall be deemed ex-officio members of the Community Council • Ex-officio members have no voting rights but provide a crucial link to other spheres of Government • Local Authority Councillors, MPs, MSPs and MEPs bound by formal Codes of Conduct

21. Code of Conduct • Based largely on the Code for local authority councillors via The Ethical Standards in Public Life etc. (Scotland) Act 2000. • Not bound by this but…… • Service to the Community (Public Service) • Selflessness • Integrity • Objectivity • Accountability and Stewardship • Openness • Honesty • Leadership • Respect

22. Code of Conduct 2 Service to the Community • Duty to act in interests of local community • Duty to act in accordance with remit of the CC Selflessness • Duty to take decisions solely in interest of community • Can’t use position to gain personal benefit

23. Code of Conduct 3 Integrity • Avoid conflicts of interest or perception of conflict • Duty to declare and withdraw Objectivity • Endeavour to represent overall community views • Gather, assess and use information • Set aside personal opinions / preferences

24. Code of Conduct 4 Accountability and Stewardship • Be accountable for decisions • Use resources prudently and lawfully • Prepare accounts, minutes of meetings, etc. Openness • Be open about decisions, actions and representations • Clear distinction when giving personal versus CC view

25. Code of Conduct 5 Honesty Leadership • Lead by example • Promote social inclusion/challenge discrimination Respect • Must show respect at all times in role • Includes everyone - fellow members including ex-officio members, the public, other community councillors, etc.

26. Checklist for All Community Councillors • Read the Information Handbook • Read your constitution • Read the Angus Council Scheme of Establishment • Read the Code of Conduct guidance • Review the National Standards for Community Engagement • Ask for support/clarification GOOD LUCK!

27. Questions

28. Angus Council’s Financial Position: Ian Lorimer Head of Finance & Legal

29. Why? – The “Triple Whammy” Effect 1a - Static/falling Grant income • Net Expenditure on providing services paid for by:- • Scottish Government Grant 80% • Council Tax 20% • Grant has been static or reducing in cash terms in recent years – we expect this to continue • Some extra grant funding but for new services and legislative duties • Core grant substantially eroded in real terms

30. Why? – The “Triple Whammy” Effect 1b – Council Tax Rises Capped • Council Tax frozen for a number of years, increases now capped at 3%. • Each 1% increase yields only £0.5m • Even if no cap would need double digit increases to offset reductions in grant and rising costs – not sustainable

31. Why? – The “Triple Whammy” Effect 2 – Rising Costs – Inflation • Pay inflation a specific risk – lifting of pay cap but no additional funding for Councils - industrial action a possibility • Energy, Food, Fuel costs all rising • Non-domestic rates payable by Council too 3 – Rising Costs – Demand • Ageing Population – pressure on care services • Looked after Children • Public Expectations

32. A Scary Equation Rising costs + Rising demand + Static/falling income = A big fat problem (aka a funding gap)

33. Legislative Duties • Council required to comply with hundreds of pieces of legislation • Legislative list grows every year • More responsibilities to deliver with less money • Setting a balanced budget a legal requirement – can’t avoid difficult choices – will be placed in special measures if don’t deliver

34. Medium Term Budget Strategy (MTBS) Position in August 2018 • £36.5m (17%) is equivalent to :- • Our entire budget for primary school provision in Angus OR • Our entire budget for secondary school provision OR • 82% of our entire budget allocated to the Angus IJB OR • Our entire Waste, Parks, Roads & Property Budgets combined

35. Where can we influence the Budget? • Future savings can’t come from the whole budget

36. The (mostly) Untouchables (35%) • 35% of the Council’s Net Budget is largely fixed • Savings here will be very difficult and unlikely to be high value without policy change on teacher/pupil ratios

37. Difficult to Change (Council - 22%) • Most of these services and budgets are front line and many of them provide vital help and support to those most in need • Savings here will be tough to accept and deliver

38. MTBS – Cumulative Impact • £43.4m (17%) saved in last 5 years alone (2013) • Minus 500FTE (12%) staff since 2013 • Projecting similar reductions in next 3 years • In the 10 years between 2011/12 and 2021/22 the Council will have to become smaller by:- • Making £89m in savings (35%) • Reducing its workforce by circa 1,000 FTE (22%) • Smaller to this extent requires us to be something else – we can’t afford what we currently are

39. Meeting the Challenge 1 • Comprehensive programme of change underway across every area of Council service • Trying to drive out efficiency – we know we can do more but efficiency won’t deliver it all – some cuts to service inevitable • Investment to deliver savings being made in digital service provision, leadership development, more efficient street lights and many others • Every budget, every process, every option being looked at through our Change Programme

40. Meeting the Challenge 2 • £22m of potential savings identified so far in next 3 years from our Change Programme but not nearly enough yet • Change Programme doesn’t mean no negative impact - many budget choices won’t be popular • We need more and better public engagement – its their taxes and services and we’ll be making many asks of the public in the years ahead • We’ll need to focus on managing demand – its the closest thing we have to a silver bullet – service redesign, changing expectations, self service, use of technology – we need it all

41. Public Expectations • Most folk don’t appreciate the scale and complexity of Council services and how they are paid for – we need to help on that • What do I pay my Council Tax for? (only 20% of money needed) • I know the Council is strapped for cash but…… • Sometimes asking people to pay more for less services • Engagement/Communications Programme coming • Public Services have to be paid for somewhere and resources are finite

42. Questions

43. Strategic Direction - Local Outcome Improvement Plan: Shelley Hague

46. Local Outcome Improvement Plan Priorities • Reducing Child Poverty • Improving Mental Health and Wellbeing • Improving Accessibility and Connectivity

47. Locality Plans Update Alan McKeown Strategic Director - Place

48. Community Council Input: Glamis Community Council – Euan Walker-Munro

49. Vote of Thanks: Cllr David Fairweather

50. Keep in Touch… @AngusCPP CommunityPlanning@Angus.gov.uk