Decisions for issue Neighbourhood Governance

269.1    Councillor Duncan introduced the report and stated that he was delighted to bring forward proposals to devolve decision-making opportunities to residents with the two pilot schemes that were outlined, and which would mean that the council was becoming more open and transparent.  He hoped that the two pilot schemes would be successful and that they would encourage residents, community groups and others to consider how they might take the opportunity to be involved at a local level.  He noted that not all residents would want to have such arrangements and that they would need to be suitable for different areas, hence the two pilots which were different in how they would work.  There were lots of ideas that could be considered and that included the establishment of Parish Councils as discussed earlier.  He hoped that the two pilots would be supported and wished to thank those Members and the officers that had been involved in bringing the two pilot schemed forward.

269.2    The Chair welcomed the report and hoped that the pilots would be a success and lead to other areas taking up similar approaches.

269.3    Councillor G. Theobald questioned the choice of the areas for the two pilots as they had previously received assistance under other support programmes and questioned what actual difference would be achieved at a local level, bearing in mind that they would not have any budgets.

269.4    Councillor Duncan stated that the two pilots had been chosen based on the detailed responses that had been received to the consultation exercise and he believed that they would be able to take decisions that had an impact on the local areas and influence decisions on funding etc.

269.5    The Strategic Director for Communities stated that whilst the pilots could not authorise spending, they could decide on recommendations as to how funds were spent.  He also noted that there was a separate grants programme and that the intention was for the pilots to be involved with mainstream funding that was available.

269.6    The Monitoring Officer noted that decision-making powers could only be delegated by the principal authority to another committee or an officer.

269.7    Councillor Mitchell welcomed the report and stated that it was important to consider how the proposals would be communicated.  She was looking forward to being involved in the East Brighton pilot and to see how it encompassed the various neighbourhood groups that existed.  She also felt that ward councillors would have an important role to play in the pilots and any future schemes and therefore asked that they be kept informed as a matter of course.

269.8    Councillor Duncan noted the comments and stated that he would ensure ward councillors were involved and kept informed of matters as they arose during the two pilots.  He hoped that they would be successful and led to other schemes being developed and taken forward in due course.

269.9    The Chair then put the recommendations to the vote.

269.10      RESOLVED:

(1)         That the 12-month pilot of neighbourhood governance in Brighton & Hove specified in paragraph 5 of the report be agreed;

(2)         That the Strategic Director, Communities be authorised to take all steps necessary or incidental to the implementation of the proposals in this report, including, but not limited to agreeing terms of reference and ways of working; and

(3)         That the Strategic Director, Communities be requested to bring a follow-up report to the appropriate committee at the relevant time to inform potential future decisions about future city-wide neighbourhood governance arrangements across the city.

139.1    Councillor Duncan introduced the report which detailed the revised approach to the Council’s Community Development Strategy.  He stated that he was delighted to point out that there was no intention to reduce expenditure on community development and that it was intended to enable communities to have an input/influence over the decisions that affected them.

139.2    Councillor Mitchell noted that there had been a number of reports on the subject and stated that she felt that there was still some need of clarity in regard to how things would operate.  She also queried how groups or areas would be identified to become the pilots and who would provide the budget.

139.3    Councillor Duncan stated that there was a consultation process which was currently ongoing and it was hoped to bring a report to the March Cabinet meeting which would outline the results and the funding arrangements.

139.4    RESOLVED:

(1)         That the Community Development Strategy as set out in Appendix 1 to the report be endorsed;

(2)         That the importance of a corporate approach to the work be noted and that the Strategic Director: Communities, be requested to work with Commissioners and Heads of Delivery Units to deliver the approach;

(3)         That the Community Development Strategy be recognised as a key delivery mechanism of the City’s Community Engagement Framework;

(4)         That the clear relationship between community development and effective delivery of neighbourhood governance arrangements be recognised, and particularly that a whole city approach is essential be noted; and within that, that a clear emphasis be placed upon deprived neighbourhoods and communities of interest likely to be most marginalised or excluded; and

(5)         That the decision on the appointment of providers to meet the needs arising from the Community Development Strategy be delegated to the Strategic Director; Communities to deliver agreed programmes of work.