Agenda item

To consider how the resident experience in relation to engagement, local decision making and devolved funding has improved over the last few years, and to consider options for further improvement.

8/16       COMMUNITY ENGAGEMENT IN THE LOCAL DECISION MAKING PROCESS  [Item 8]

Declarations of Interest:

None

Witnesses:

John Kingsbury – Woking Joint Committee Vice-Chairman and Leader of Woking Borough Council

Beryl Hunwicks – Woking Borough Councillor

Nick Skellett – Tandridge Local Committee Chairman

Sandie Bolger – Senior Practitioner (Woking), Youth Support Team

Philip Stubbs – Woking Resident & Chairman of Knaphill Residents Association

Victoria Eade – Community Partnership and Committee Officer (Tandridge)

Sarah Goodman – Community Partnership and Committee Officer (Woking)

James Painter – Community Partnership Manager

Jane Last – Head of Community Partnership and Safety

Sandra Brown – Community Partnership Team Leader – East

Richard Bolton – Local Highways Services Group Manager

Key points raised during discussions:

1.    Officers introduced the report and summarised the main objectives of the Community Partnership Team, including engagement, governance & devolution and funding. It was reported that following the Customer Service Accreditation in 2015 there had been a focus to transform the resident experience at Local Committees, and to widen public engagement.

2.    Officers informed the Board that the best way to improve engagement with residents at Local Committees is to use simpler terminology and removing any language barriers containing complex jargon. It was reported that all Local and Joint Committees had adopted Powerpoint Presentations to help attendees navigate though meetings.
Another way to widen engagement was via live broadcast using social networks; online engagement could reach a broader population in addition to those attending formal meetings, which officers reported were sometimes poorly attended. It was reported that residents may directly input into meetings at the Chairman’s discretion.
The Board were also updated on the improvements made to advertising material such as posters, making them more attractive and easier to understand.

3.    In relation to communication, a Member of the Board conveyed that, to help raise awareness, Local Committees would need to have a good presence on social networks, signposting to meetings taking place as attendance in the past was, at times, sparse. The Board was informed that, on top of the established use of Twitter, Officers were looking at other social networks, such as Facebook. It was identified that print advertising could also be more prominent to help promote future engagement from residents at Local Committee meetings.

4.    There was a discussion around promoting Governance and Devolution; the Board noted that a decision tracker had been created so residents were kept informed of the progress made on an issue raised at Local Committees, until removed from the tracker on completion.

5.    The Tandridge Local Committee Chairman commented that the Joint Committee model was designed to make decisions at local committees more relevant to residents, as well as also giving more councillors, local and county, more opportunity to influence decisions. A further envisaged advantage was to create stronger ties between the County and District and Borough Councils.

6.   Witnesses commented that they believed the Joint Committee model demonstrated a more joined up way of thinking and generally more effective. A given example of this was that witnesses found the Joint model more effective at reaching the correct officers at both County and Borough level, and that a shared funding arrangement kept the best interests of both Councils at the front of each decision made. Witnesses also commented that the Joint Committee model improved relations with other partners. Highways Officers commented that positive engagement at Local Committees varied.

7.   It was reported to the Board that residents may have felt more welcomed at Local and Joint Committees, or affiliated Sub-Committees, if less formal settings were explored. Officers added that residents may be more inclined to ask questions and take part in discussions. The Board noted this suggestion and proposed the Chairman in these meetings needed to be more flexible, in allowing a more relaxed setting to take place for residents to engage and feel more comfortable.

8.    There was a discussion around an issue resource and officer support for Local committees. The Board noted this observation and agreed Local Committees would appreciate more finance and support.

9.    The Cabinet Member commented that decisions on Local Committee spending are in the hands of Councillors, though he agreed with the principal that local committees would benefit from additional funding.

10.  A Member of the Board voiced concern with not knowing much detail of the difference between Local and Joint Committees. The Board proposed support and information to be provided to enable Members and staff to become more informed and able to outline the key differences and benefits.

11.  The Board agreed that more publicity was needed around Member’s allocations, promoting openness and transparency to residents.

12.  From the discussion the Board also agreed that that Local and Joint Committees are a County Council vehicle for decision making at a local level, and engaging residents in that process. Although there are examples of good practises throughout the county, the method of delivery varied.

Recommendations:

The Board recommends:

•       That Officers explore possibilities for strengthening local committee delivery structure that the committees operate under with an aim to reaffirm the purpose of the committee.

•       That Members and Officers engage with the Cabinet Member to consider whether constitutional changes or modifications to local committee terms of reference would achieve the most appropriate committee model arrangements, to aid consistent partnership working across Surrey.

•       that Officers provide further support and training to County and Borough frontline staff outlining the role, importance and work of Local and Joint Committees for their local residents, and instructions on how to forward enquiries to the Committees.

•       That all Local and Joint Committees publicise how Committee budgets and Members Allocations are spent, and how this will benefit their local communities.

•       The Cabinet Member engages with Local and Joint Committee Chairman to:

o   review and share best practice on public engagement at local committee to ensure all residents feel valued and listened to

o   create closer working relationships and positive engagement with Officers and elected Members, at both County and Borough levels, and

o   explore, through closer working relationships, working towards a Joint Committee structure.

•       That all Members challenge Local Committee Chairmen regarding public engagement at Local Committee meetings.