Corporate Peer Challenge: Progress since 2018
Welcome Back to Luton Introduction from Cllr Hazel Simmons, MBE Leader of Luton Council
Timeline of Events 2018-2020 December January December January April 2018 June 2018 May 2019 2018 2019 2019 2020 Robin Porter takes Trevor over as Holden Chief Exec. Ofsted General Ofsted Laura departs as Inspection. Local and Election Corporate children’s Church Chief Exec. held – two European UK leaves Peer services takes over Ofsted local Elections. new Labour the Challenge. focused as Interim area SEND MPs European Ofsted visit. Chief Exec. inspection. elected. Union. children’s services focused visit.
Corporate Peer Challenge 2018 Recommendations from the Peer Team 1. Rectify the situation with IT as an absolute priority. 2. Ensure checks and balances are in place to manage risk associated with high ambitions. 3. Introduce transformation and programme management teams in timely and effective way. 4. Address inconsistencies in people management. 5. Develop a comprehensive long-term strategy, encompassing all key stakeholders, to mitigate risks of ‘positive disruption’. 6. Agree and implement a new communications strategy in a timely and effective manner. 7. Consider establishing greater autonomy for Active Luton and Luton Culture.
Progress to date • Governance and financial management including the role of the Trusts. • London Luton Airport Limited. • Luton Investment Framework. • Luton 2040. • Future Ready including I.T, Transformation and the People Plan. • Communications Strategy.
Governance and Financial Management Scrutiny Scrutiny Process • Regular reports to CLMT and Audit Committee. • Risks to key projects highlighted. Role of Members • Scrutiny training included in councillor induction training. • Member Led Engagement included in councillor induction and members’ handbooks. • Regular ward tours and “Let’s Talk” events for members and senior officers. DART project: • Identified risks around this project. • Scrutiny task and finish group in place throughout process. • Scrutinised by auditors in 2017/18 audit. London Luton Airport: • Extra resource into LLAL. • Separation of Corporate and Service Director roles for LLAL and LBC • Risks identified around Future LuToN plans. • London Luton Airport Ltd department restructured. • .
Governance and Financial Management Active Luton and Luton Culture Changes to partnerships since 2018 Active Luton: • Changes made to funding and management agreement. • Changes to pensions arrangements agreed and being implemented. • Agreement reached for ending of current IT provision. • Taking over responsibility for library service. The Culture Trust, Luton • Agreement reached on ending current HR provision except for payroll support. • Ongoing discussions around changes to other services such as library service moving to Active Luton.
Governance and Financial Management Current Financial Position CIPFA Financial Resilience Index • £130m of savings since 2012. • £10.5m of savings to be delivered in 2020/21. • £20m additional savings after 2021. • Proposed Budget for 2020/21 - £601m. • 6% of our budget from London Luton Airport Dividend.
Governance and Financial Management Current Financial Position – In Year Budget Period 8 Monitoring Report 2019/20 • Period 8 monitoring for 2019/20 indicates a net overspend of £2.632 million for the general fund. • Reduces to net overspend of £0.4 million after applying the general contingency budget. However there is an underlying service overspend of £10.4m. • Down from net overspend of £1.440 million at end of Quarter 2. • Housing Revenue Account net underspend of £0.380 million at period 8. • Schools Budget net overspend of £0.501m at period 8.
Governance and Financial Management Budget 2020/21 Proposed Council Spending 2020/21 Income: • 37% - Government Grants • 21% - Chargeable services and contributions • 15% - Housing Benefit Grant • 13% - council tax • 8% - business rates • 6% - London Luton Airport Ltd Total Proposed Spending 2020/21: £601m
London Luton Airport Limited Restructure of London Luton Airport Ltd: • New Corporate Director for LLAL. • New Service Director for LLAL. Benefits of transformation: • 18 million passengers per annum. • UK’s fastest growing airport for past 6 years. • Contributes £1.8 billion per year to UK economy. • £1.1 billion added to the local economy. • Supports 27,500 jobs. £160m LLAOL transformation: • Redesigned terminal building. • Major upgrade to transport links. • New car parking facilities. • Remodelled bus and coach interchange.
London Luton Airport Limited Luton DART (Direct Air Rail Transit) • £225m project begun in April 2018. • Will provide a 24 hour fast link from Airport Parkway Station to London Luton Airport. • Due for completion in 2021. • Being delivered by VolkerFitzpatrick Kier partnership. • Providing social value through: • Jobs for Luton residents. • 30 apprenticeships and 40 work experience opportunities. • Construction Skills Training Hub providing training opportunities for over 750 residents.
London Luton Airport Limited Future LuToN Proposals Future LuToN Proposal for Growing the Airport: • Outlined in February 2019. • Increasing capacity to 32m passengers per annum. • New second terminal and associated infrastructure. • New Parkland and open space to replace existing park space. Consultation: • Consultation ran from October-December 2019. • 35 community consultation events. Development Consent Order (DCO) • Application for DCO to be submitted by mid-2020. • Significant investment. • Final decision rests with Secretary of State for Transport.
Luton Investment Framework • 20 year strategy to secure £1.5 billion inward investment. • 12 key development sites and 66 projects. • Growing the local economy. • Increasing skills and employment opportunities. • Delivering affordable homes for residents. • Improving health, wellbeing and community cohesion.
Luton Investment Framework Key Achievements
Luton Investment Framework Changing Perceptions of Luton 2016 2019
Inclusive Growth Commission • Setup in December 2018 to investigate how everyone in the town can benefit from growth. • Chaired by Professor Sir Les Ebdon CBE DL. • Nine commissioners representing different sectors of the town. • Driven by evidence and analysis provided by Business Intelligence and various partners. • Extensive consultation with stakeholders and more than 500 residents. • Final report launched in October 2019.
Inclusive Growth Commission
Poverty in Luton
Poverty in Luton 2004 Luton Ranking in Index of Multiple Deprivation 2004-2019* 120 100 80 60 101 87 2019 40 70 69 59 20 0 2004 2007 2010 2015 2019 *1 = Most Deprived Source: Ministry of Housing, Communities and Local Government
From many competing priorities.... ……..to a unifying mission
Our Vision for Luton 2040 • No one in Luton living in poverty. • A carbon neutral town. • A strong and inclusive economy which benefits all in Luton. • Good quality lives for our population. • A council which enables others and leads through partnership.
Our Journey to Luton 2040 Delivering the Vision • Delivered through two strategies and two partnership boards. • Overseen internally by Luton 2040 Board. • Future Ready Board to oversee transformation and get council ‘match - fit’ to deliver Luton 2040. • Driven by evidence from Business Intelligence unit and partners.
Our Journey to Luton 2040 Inclusive Economy Strategy • • • • Inward investment Educational attainment Improving skills A-grade office space • • • • Attracting businesses Outstanding schools Less NEET 18-24s Lower vacancy rate • • • • Growth of key sectors SEN Provision Career pathways Arts and culture offer • • • More high value jobs Job readiness Community safety • • • • Net zero by 2040 More earning real living Increased spend within Future LuToN plans • • Smart city connectivity wage Luton Increased passenger • • • Supporting clean Higher resident based Procurement for social numbers • growth earnings value Most sustainable • • Access to employment Public sector and airport in the UK anchor institutions
Our Journey to Luton 2040 Population Wellbeing Strategy • • • Educational attainment Adult inactivity Social isolation • • • Child healthy weight Mental health Social care provision • • • School absence Social interaction Support for carers • • • Children and families Drug and alcohol related harm Fuel poverty • • • Air quality Reducing crime More affordable housing • • • Access to green space Domestic abuse Reducing homelessness • • • Active travel Protecting the most vulnerable Improving housing quality • Strong voluntary and community sector
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