Leicestershire and Rutland Association of Local Councils
Strategic Plan 2013-2016
March 2013
Contents
Contents 2
Introduction 3
Membership and other income 5
Decision making 6
Monitoring and review 7
LRALC Strategic Plan – Themes, Priorities and Actions 8
Introduction
This document is the first strategic plan devised for Leicestershire and Rutland Association of Local Councils (LRALC). It is designed to continue LRALC’s recent development and growth in a strategic manner, providing as it does a medium to long-term vision for the Association.
It will provide direction and focus for Executive Committee decision making, and a framework within which the Chief Officer of the Association is empowered to act. The very nature of the fluid environment that local councils currently operate in means that not all strategic decisions that will be taken by the Executive and Chief Officer over the next 3 years will be included in this plan, but the adopted priorities identified within this plan will aid all decision making. This strategic plan will ensure that the LRALC membership offer is the best it can possibly be.
The author of the plan is the Chief Officer of the Association. Other stages in its development include:
· Consideration and initial approval by the LRALC Executive in March 2013
· Consultation with member councils.
· Final approval and adoption by the LRALC Executive in June 2013.
The plan has been heavily informed by the 2012 LRALC Membership Survey, the results of which have helped identify the priorities and actions contained within this document. The survey response rate was excellent, with roughly 60% of member councils submitting a response, providing a sound opinion base upon which to identify our future direction and priorities. The plan also draws upon the findings from the final report of the Transforming Local Infrastructure project which LRALC was an integral part of, and which identified opportunities and threats for the Association within a wider County not-for-profit sector context.
The role played by County Associations (CALCs) is becoming increasingly important with the growth of the localism agenda, Big Society, and the devolution of services and new powers to local councils. In addition, the coalition government has already made a number of major changes to other systems that impact on local councils in this country (e.g. planning) and this is set to continue with further changes on the horizon in relation to audit, transparency requirements, pensions, and so on.
We strongly believe that LRALC has a key role to play in supporting local councils in being compliant with requirements placed on them, and the delivery of national, county, and local objectives (either directly or through supporting member councils) which are of importance to local councils. Local Councils must be in a position where they are fit for purpose, resilient, and sustainable. We believe that non-membership of LRALC puts councils at risk and disadvantage in these respects.
The importance of effective CALCs was recognised in Government research carried out into the features and characteristics of successful CALCs[1] to identify what makes a successful County Association and develop models of and recommendations about good practice. The characteristics identified were:
1. Funding
2. Staff
3. Services
4. Leadership
5. Partnerships
This plan will use the above key characteristics to provide “themes” within which to set LRALC’s priorities and actions. For the full report see here: http://www.leicestershireandrutlandalc.gov.uk/uploads/calc-report-june-07.pdf
There are 38 County Associations of Local Councils (CALCs) in England, all of which are independent and autonomous organisations supporting their member councils, and LRALC is no different, though wishes to work towards being a beacon of good practice in the sector.
All LRALC member councils are automatically members of the National Association of Local Councils (NALC), and LRALC also nominates one of its Executive Committee members to sit on NALC National Council to help set NALC policy. Beyond these links, LRALC is autonomous from NALC and as such sets its own policy and direction of travel, which in turn should be reflected in how the LRALC representative on NALC National Council votes.
The LRALC constitution (last updated in October 2011) details the democratic and decision making structures for LRALC, and a review of the constitution is included in this plan.
This Strategic Plan takes into account the objectives in the NALC Strategic Plan 2010-15, though does not necessarily reflect them as a result of the Association’s autonomy.
At some point in the short to medium term LRALC may need to consider the use of reserves to supplement income sources in order to sustain staffing levels so as to achieve its objectives, especially in the period 2014/15 (the last year before local council elections, when training income tends to drop off). Staffing resources are already utilised to near full capacity and any reduction in this resource would impact on Association activity. The Association is in a healthy financial position with reasonable reserves, however this strategy could only be adopted for a short period of time (e.g. 1-2 years) as LRALC should maintain a level of reserves which is prudent and which provides cover for contingencies.
Finally, this plan recognises or takes into account various factors on the horizon which may impact on the Association and/or its members (as opportunities or threats). These include:
2013 / · County Council elections (Leicestershire).· Re-launch of Quality Council Scheme
2014 / · Possibility of “capping” of local council precepts.
· Localisation of council tax support impacts continue? Reductions in grants from billing authorities?
· Current LCC/LRALC contract expires (renewal?).
2015 / · Local council elections.
· County Council elections (Rutland).
Membership and other income
Membership fees remain the largest single source of income for LRALC and as such retaining high membership levels is essential for the sustainability of the Association.
Despite membership levels being relatively high (c. 90% of councils in membership) there is still benefit in allocating resources towards encouraging the decreasing number of non-member councils to join. Membership rates have not increased substantially in recent years (1% in 2013-14) and in some years not at all.
LRALC membership figures for 2010/11, 2011/12 and 2012/13 are detailed below:
Period of membership / Membership total at end of previous year / Members lost during the year / Members gained during the year [2] / Membership total at the end of the year / LRALC Membership subscriptions received2010/11 / 163 / 3 / 3 / 163 / £34,453.16
2011/12 / 163 / 0 / 8[3] / 171 / £36,080.38
2012/13 / 171 / 3 / 5 / 173[4] / £37,867.36
In addition, external grant funding has fallen from approximately £65,000 in 2009/10 to approximately £25,000 in 2012/13. When coupled with inflation and increased running costs it is important that fee increases over the period of this plan are considered and that intentions are transparently shared with the membership, allowing them in turn to factor in any increases in their own budgets. It is also worth noting that a 3% increase in LRALC fees equates to only £3 per annum for the smallest council and £35 per annum for the largest.
Unfortunately increases in the NALC element of membership fees is outside of our direct control (other than through our vote at National Council) and this does pose a risk to LRALC in terms of perceptions of overall “value for money” by members.
Decision making
The Executive Committee is the primary decision making body of LRALC, and between quarterly Executive Committee meetings operational decisions are taken by the Chief Officer, in consultation with the Chairman/Vice-Chairman where appropriate.
This strategic plan is intended to give the Chief Officer greater flexibility and allow strategic decisions to be made in areas identified within the action plan. All actions clearly identify the areas where Executive Committee decision making has been delegated (and to whom) and areas where it remains with the Executive Committee.
Executive Committee meets 4 times per year at present. However, as the Association grows it may be necessary to revisit the frequency of these meetings, or look at the creation of committees and/or working groups.
All potential future Executive Committee decisions outlined in this plan will be supported by reports with full cost and risk implications highlighted as appropriate to ensure that they are fully informed.
Monitoring and review
As with any plan, the contents of this document are meaningless unless the actions and targets within it are monitored and reviewed.
The monitoring and review process adopted alongside this strategic plan will be simple and will take the form of quarterly, annual, and end of plan reports to Executive Committee. This will take the following form:
· Quarterly monitoring will be by exception, i.e. where there is lack of scheduled progress/activity against actions within the plan, with any proposed remedial actions.
· Annual monitoring will be in the form of a summary report to Executive against each action within the plan, and any recommended changes, on the anniversary of the plan’s adoption.
· End of plan monitoring will take the form of a final report to Executive against the priorities and actions in the plan, which will form the basis for the next strategic plan
Jake Atkinson
Chief Officer
February 2013
4
LRALC Strategic Plan – Themes, Priorities and Actions
Vision: An active, inclusive, and empowered local council tier across Leicestershire and Rutland, working with their communities and partners to improve quality of life in their localities.Mission: To champion and provide support and guidance to member local councils, their staff, and their councillors, for the benefit of those who live and work in their parishes.
Objectives (from LRALC constitution):
The aims and objectives of the Association are to take all necessary and reasonable steps in the interests of its member councils. These include, but are not restricted to:
· providing advice, training and development to member councils to assist them in the proper performance of their functions and duties
· protecting and promoting the rights and interests of member councils
· representing the common interests of member councils at local, county, regional and national level
· encouraging and supporting the parishing of non-parished areas in the Association’s area
Strategic Theme – Funding
Priorities: High % of Parish Councils in membership; fair and sustainable membership rates; successful applications/negotiations for external funding; Increasing self-generated income; providing value for money.
What? / How? / When? / Resources / Executive Decision?
Maximising return on LRALC reserves. / Investing in appropriate and FSCS protected 1 year bonds. / Twice a year as appropriate (e.g. March and September) based on reserves and interest rates. / Officer time and reserves. / Delegated approval of Chief Officer’s recommendation by Chairman and Vice-Chairman.
Retaining and aiming to increase local council membership (based on 2012/13 membership figures of 173). / Contact with non-members (at least annually), including speaking at their meetings as required. / Ongoing, with emphasis on September to December period (budget period). / Officer time and travel costs. / Not required, other than delegated approval of Chief Officer’s recommendation by Chairman and Vice-Chairman for introductory membership offers for non members.
Ongoing service offers (e.g. Neighbourhood Plan support) to non-members through project funded work. / Covered by project funding.
Introductory membership offers for non-members. / Officer time and materials.
Ensuring membership fee income is fair and sustainable, recognising organisational and staffing needs and grant funding environment. / Annual review of membership rates based on an “in-principle” increase of 3% per annum over the next 3 years. / December each year. / Officer time / Approval by Executive Committee as part of budget approval process.
Ensure LRALC is providing members with value for money. / Repeat Member Satisfaction survey every two years and consider action where appropriate. / Every two years from April 2014. / Officer time / Executive Committee to receive and consider survey results.
Delivery and monitoring against Strategic Plan and its targets. / Annual reporting against Strategic Plan targets and quarterly exception reporting. / Officer time / Executive Committee to monitor and review as per pg 7.
Generating additional trading income to support the Association’s core service. / Develop additional trading income through training, consultancy, facilitation, and other pay to use services, including new services such as:
· Web based consultation service for PCs to use.
· Facilitation of workshops and council strategic planning exercises.
· Evidence collection and report writing for principal authorities, etc. / Ongoing. / Officer time and travel, with additional costs for individual services to be identified on a project by project basis. / Executive Committee decision required for new services falling outside of currently agreed hourly consultancy rates and existing Association resources (e.g. website) where cost is £500 or more or new staffing (i.e. employee) resource is required.
Seek and apply for further grant funded/contract activity only where it is complimentary to LRALC priorities. / Seek, explore, and apply for funding from principal authorities, partnerships, and other bodies where it compliments LRALC priorities and is on a full cost recovery basis. / Ongoing. / Officer time. / Required.
Strategic Theme – Staff
Priority: Trained, experienced and professional staff equipped to do their job; Competent and experienced trainers; High calibre full time County Officer; Appropriate administrative and other support.
What? / How? / When? / Resources / Executive Decision?
Support and train LRALC staff to aid retention and ongoing professional development to support delivery of strategic aims. / Financially support staff training/qualifications as appropriate where they are in line with strategic aims of the Association / Ongoing / Staff time, travel, fees and other costs. / Training, conferences, and events at discretion of the chief officer within budget, qualifications require Executive approval.
Chief Officer to attend conferences and other events as appropriate to ensure they are best equipped to support and develop member councils. / Ongoing / Staff time, travel, fees and other costs.
If practicable increase pool of staffing resource available to LRALC to deliver the Association’s services in a flexible and sustainable manner, taking into account risks and liabilities. / Investigate the use of existing local council staff to be employed/contracted to deliver specific LRALC services (e.g. holiday/sickness cover, CiLCA training and mentoring, etc). / Report to Executive by March 2014. / Staff time, legal advice. / Executive approval of report and its recommendations. Any short term measures require Executive approval.