Last wednesday I was pleased to meet Shadow BIS secretary Chuka Umunna, who delivered a very good speech and answered questions from members at a dinner for Barnet Labour members.
What stood out to me was how clearly he understood the importance of local businesses to communities, and how keen he is to listen to them and for them to let him know what is holding them back, what will help them and how things can be improved.
Businesses in Barnet have suffered as a result of the Tory administration's disaster year in parking policy. I am glad barnet businesses will have a passionate advocate in Chuka Umunna.
Monday, 10 June 2013
NLWA Labour Group Submission
I was happy to work with colleagues on the Labour Group submissions to the North London Waste Authority plans. You can see them here.
Recycling changes from october
From October 14th, the recycling regime will change, as all properties currently in posession of the blue and black boxes will be replaced by a blue wheelie bin, into which all recyclable materials will go. I understand a food waste bin will be brought in in due course as well.
For further information please see the Barnet Council website.
For further information please see the Barnet Council website.
East Finchley Fesitval
Don't forget this years excellent East Finchley festival from 12 PM on Sunday 23rd June at Cherry Tree Woods. The festival program has been delivered to the office, and people should stuart getting them from Wednesday.
The Grange
I am pleased to report that good progress is being made on the Grange Lottery funding. Don't forget to come to Seasons Cafe on the High Road at 6.30PM this thursday to discuss future plans. The locally trusted organisation is Martin School, adnd the £20,000 start up fund has been won.
Questions on the DRS
Here are my written questions on the DRS contract, to be debated Tuesday 11th June 2013 7 PM at Hendon Town Hall.
1) What action will be taken to mitigate against residents with protected characteristics being unable to access web based services?
2) What use is improved data collection for concerns about potholes if there is nothing that can apparently be done to mitigate against these concerns?
3) To whom does responsibility for the provisions within the contract fall if the Council is abolished or ceases to exist?
4) If the parent company suffers financial distress, how can it provide securities, much less find funds to secure a bond?
5) If the parent company collapses, but the Joint venture is still financially robust, what will the impact be on the Joint venture?
6) Can shares in the JV be sold by either side, and does the Council have control over whom to?
7) If CSL pull out of the contract, are there financial penalties for them accruing to the Council?
8) If service levels underperform and the Council consequently reduces payments, will payments for the service areas be reduced?
9) What are the change provisions within the contract to deal with policy changes?
10) When was it first decided that the preferred option for the DRS was to undertake a joint venture?
11) When was the leader of the Council told the preferred delivery model was a JV? When did he agree to it?
12) What details are specified under 6.17, Annex 1?
13) What happens if CSL find they cannot deliver the DRS program on the funds allocated? If the Council decides they will not provide more funds, and the contract is terminated, is the fault on the part on CSL, and will Barnet Council receive compensation?
14) Are there other circumstances than above where Barnet Council will receive compensation from CSL on termination of the contract?
15) If it becomes Council policy to become a Fair Trade Council, or a Living Wage council, will the DRS JV be covered by those policies?
16) What form will the “Barnet Observatory” take?
17) Is CSL obligated to hand over a viable organisation under all circumstances, including acrimonious dispute?
18) How will CSL decide who stays as part of their organisation and who goes back to Barnet Council at the end of the contract?
19) Will all staff be dedicated to Barnet Council, or will they be shared with other JV clients?
20) Will current Barnet staff TUPE’d to CSL, who serve the duration of the 10 year contract be re-TUPE’d back at the end?
21) Why does the Council have to set up a wholly owned subsidiary?
22) Who will be on the Board of directors of the Wholly owned subsidiary?
23) Can the Wholly owned subsidiary be sold, either in part or full?
24) Who will be on the partnership board of the JV?
25) Who will be on the Directory board of the JV?
26) Is it not the case that the system that offers the greatest level of control, transparency and confidence to other potential public sector partners is the Council itself?
27) If the 2010 options appraisals saying that a JV carried a higher level of risks was wrong, and that a strategic partnership should be preferred; Is it not possible that the current recommendations are wrong, and subject to revision?
28) is there not an inherent risk that Barnet Council staff, who are public sector workers, do not wish to work in the private sector and do not feel comfortable with profit maximisation as a consideration in their work?
29) The EIP recognises staff maybe unused to touting for business, and the mitigation will be training. How does that deal with the underlying risk that some Council staff will not be comfortable with being salespeople?
30) Why does Table 3.2 state the Council has “limited commercial ability to deliver the higher levels of income that would help meet the Council’s financial objectives” when most of the proposals are simply to raise fees on existing paid for services?
31) If one of the aims of the Contract is to create “a new relationship with citizens” then why have they not been consulted?
32) How is CSL making profit out of this contract?
33) What in the contract is undeliverable by an in house bid, none of which has yet been considered?
34) If members do not agree to charge and fee rises, how is that dealt with? Are CSL still guaranteed to deliver savings?
35) Why are 30 extra staff needed in year 1 only of the contract?
36) What are the cost reductions identified in Table 8.2 (Appendix 1)?
37) Why are the other 4 income increases identified in Table 8.2 (Appendix 1) undeliverable by the Council alone?
38) Why is there only a guarantee that the contract will not be signed during the Alcatel period, and not before the JR is finished in Table 9.5?
39)Why is recruitment for the commissioning board being undertaken before Councillors have had a chance to scrutinise, let alone agree the contract?
40) How will costs to customers be “minimised” under 1.2.4 (Appendix 2) when the entire project consists of fee rises?
41) Any “Profit” the JV makes is shared with CSL and subject to dividends. Can it be confirmed that that is not the case with an in house model?
42) What is the total value of the contract?
43) If there is another recession, can CSL claim it as an excuse for not delivering on business growth KPI’s or are they set in stone?
1) What action will be taken to mitigate against residents with protected characteristics being unable to access web based services?
2) What use is improved data collection for concerns about potholes if there is nothing that can apparently be done to mitigate against these concerns?
3) To whom does responsibility for the provisions within the contract fall if the Council is abolished or ceases to exist?
4) If the parent company suffers financial distress, how can it provide securities, much less find funds to secure a bond?
5) If the parent company collapses, but the Joint venture is still financially robust, what will the impact be on the Joint venture?
6) Can shares in the JV be sold by either side, and does the Council have control over whom to?
7) If CSL pull out of the contract, are there financial penalties for them accruing to the Council?
8) If service levels underperform and the Council consequently reduces payments, will payments for the service areas be reduced?
9) What are the change provisions within the contract to deal with policy changes?
10) When was it first decided that the preferred option for the DRS was to undertake a joint venture?
11) When was the leader of the Council told the preferred delivery model was a JV? When did he agree to it?
12) What details are specified under 6.17, Annex 1?
13) What happens if CSL find they cannot deliver the DRS program on the funds allocated? If the Council decides they will not provide more funds, and the contract is terminated, is the fault on the part on CSL, and will Barnet Council receive compensation?
14) Are there other circumstances than above where Barnet Council will receive compensation from CSL on termination of the contract?
15) If it becomes Council policy to become a Fair Trade Council, or a Living Wage council, will the DRS JV be covered by those policies?
16) What form will the “Barnet Observatory” take?
17) Is CSL obligated to hand over a viable organisation under all circumstances, including acrimonious dispute?
18) How will CSL decide who stays as part of their organisation and who goes back to Barnet Council at the end of the contract?
19) Will all staff be dedicated to Barnet Council, or will they be shared with other JV clients?
20) Will current Barnet staff TUPE’d to CSL, who serve the duration of the 10 year contract be re-TUPE’d back at the end?
21) Why does the Council have to set up a wholly owned subsidiary?
22) Who will be on the Board of directors of the Wholly owned subsidiary?
23) Can the Wholly owned subsidiary be sold, either in part or full?
24) Who will be on the partnership board of the JV?
25) Who will be on the Directory board of the JV?
26) Is it not the case that the system that offers the greatest level of control, transparency and confidence to other potential public sector partners is the Council itself?
27) If the 2010 options appraisals saying that a JV carried a higher level of risks was wrong, and that a strategic partnership should be preferred; Is it not possible that the current recommendations are wrong, and subject to revision?
28) is there not an inherent risk that Barnet Council staff, who are public sector workers, do not wish to work in the private sector and do not feel comfortable with profit maximisation as a consideration in their work?
29) The EIP recognises staff maybe unused to touting for business, and the mitigation will be training. How does that deal with the underlying risk that some Council staff will not be comfortable with being salespeople?
30) Why does Table 3.2 state the Council has “limited commercial ability to deliver the higher levels of income that would help meet the Council’s financial objectives” when most of the proposals are simply to raise fees on existing paid for services?
31) If one of the aims of the Contract is to create “a new relationship with citizens” then why have they not been consulted?
32) How is CSL making profit out of this contract?
33) What in the contract is undeliverable by an in house bid, none of which has yet been considered?
34) If members do not agree to charge and fee rises, how is that dealt with? Are CSL still guaranteed to deliver savings?
35) Why are 30 extra staff needed in year 1 only of the contract?
36) What are the cost reductions identified in Table 8.2 (Appendix 1)?
37) Why are the other 4 income increases identified in Table 8.2 (Appendix 1) undeliverable by the Council alone?
38) Why is there only a guarantee that the contract will not be signed during the Alcatel period, and not before the JR is finished in Table 9.5?
39)Why is recruitment for the commissioning board being undertaken before Councillors have had a chance to scrutinise, let alone agree the contract?
40) How will costs to customers be “minimised” under 1.2.4 (Appendix 2) when the entire project consists of fee rises?
41) Any “Profit” the JV makes is shared with CSL and subject to dividends. Can it be confirmed that that is not the case with an in house model?
42) What is the total value of the contract?
43) If there is another recession, can CSL claim it as an excuse for not delivering on business growth KPI’s or are they set in stone?
Saturday, 18 May 2013
Mental Health Awareness Week 2013
This year's mental health awareness week saw a focus on physical activity and exercise. For more information click here.
Foster care fortnight
I am pleased to see Barnet Council's work on Foster Care Fortnight. This is a vital area, and we are looking for foster carers to look after children. I have nothing but respect and admiration for foster carers, and I hope this week will prove to be of some benefit.
Healthwatch Barnet
I am pleased to see this week sees the launch of Healthwatch Barnet, the successor tot he Barnet Local Involvement Network (LiNk), whos representation of the public on health matters and research of public opinion I have always valued.
I look forward to working with the new body on the Health Overview and Scrutiny Committee, and hope they will provide as much useful information as their predecessor did.
You can find out more on the Barnet Council website here.
I look forward to working with the new body on the Health Overview and Scrutiny Committee, and hope they will provide as much useful information as their predecessor did.
You can find out more on the Barnet Council website here.
High Road Problems
I was concerned to see on Thursday night that there were three burst water pipes on East Finchley High Road. The pipes are over 100 years old, which begs the question why they weren't replaced earlier. I understand there was only a loss of water at the station, and at the excellent Old White Lion Pub the other side of the tube station (and sadly just outside the ward). I understand this has now been returned to normal. I am not sure how long works were due to take, by that is dependent on which cement is used. I was also told there the roads would be swept of any debris.
There has been some travel disruption on the buses, but I hope this will all have been sorted by now.
There has been some travel disruption on the buses, but I hope this will all have been sorted by now.
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