Archived decisions

Section 100 D - Local Government Act 1972 - background papers

The following documents disclose facts or matters on which this report, or an important part of it, is based and has been relied upon to a material extent in the preparation of this report.

NB the list excludes:

1.

Published works.

2.

Documents which disclose exempt or confidential information as defined in the Act.

TITLE

LOCATION

None

Page no.

Recommendation

Priority
1 = Low
2 = Med
3 = High

Responsibility

Agreed

Comments

Date

KLOE 1.2 (understanding costs and achieving efficiencies)

R1 Make staffing costs clear in financial reporting to the Joint Committee to enable the partnership to assess VFM by comparing costs and performance.

3

1. Treasurer

Yes

Incorporate into 2009/10 Accounts.

31 March 2010

R2 Complete and review effectiveness of new performance management framework.

2

TFSH PD

Yes

2. Review arrangements in the light of the revised TFSH Business Plan.

31 March 2010

R3 Integrate financial and performance reporting to support assessment of VFM.

2

1. TFSH PD

2. TFSH PD / Treasurer

Yes

1. Integrate timetable

2. Consider incorporating performance information into finance reports

31 March 2010

KLOE 1.3 (financial reporting)

R4 Joint Committee to consider budget reports quarterly.

3

Treasurer

Yes

Quarterly budget monitoring reports are being submitted to the Joint Committee.

Sep 09

R5 Ensuring that information about TFSH, including its accounts (when published) is easily available on the TFSH website and accessible to residents whose first language is not English.

1

TFSH PD

Yes

Incorporate appropriate levels of access on TSFH website.

31 March 2010

KLOE 2.3 (good governance)

R6 Update TFSH website to reflect the changes to the partnership's working groups.

2

TFSH PD

Yes

Ensure up to date partnership information is appropriately recorded on the TFSH website.

31 March 2010

R7 Develop a consultation policy and make sure this includes reporting to the Joint Committee so that the Committee can be assured that key consultations which relate to TFSH are well managed and include consultation with ethnic minority and vulnerable groups.

3

TFSH PD

Yes

Review TFSH communications strategy, and report to Joint Committee on the outcomes of the review and recommend any changes if appropriate.

31 March 2010

R8 Make complaints and whistle-blowing policy and procedures accessible to the public and staff through TfSH's website.

3

TFSH PD

Yes

Ensure policies and process is on TFSH website.

31 March 2010

KLOE 2.4 (risk management and internal control)

R9 Identify and manage TfSH's strategic risks and report regularly on the management of these risks to the Joint Committee.

3

TFSH PD

Yes

Incorporate risk management reporting into performance reports to Joint Committee setting risk management approach and any actions taken.

31 March 2010

R10 Ensure that lead councils are appointed for all funded projects; they understand their risk management responsibilities for their allocated projects and that exceptions are reported to the Joint Committee.

3

TFSH PD

Yes

Lead councils appointed for all projects. And they are to be made aware of risk management responsibilities and to report exceptions to Joint Committee .

31 March 2010

R11 Make clear TfSH's arrangements for preventing and dealing with fraud and corruption in the partnership's financial protocols.

2

Treasurer

Yes

Incorporate into revision of Finance Protocols.

31 March 2010

Risk

Level of Risk

Comments

Actions

R1 Insufficient funding to deliver transport interventions necessary to support of sub-regional growth agenda

H

PUSH New Growth funding has recently been cut significantly and national transport funding could be cut significantly post general election for 2011/12 onwards irrespective of which party wins the election.

Ensure that South Hampshire Delivering a Sustainable Transport System (DaSTS) sub-regional study identifies and justifies critical need for transport interventions to deliver South East Plan growth. Recognise that any reduction in overall funding would require greater emphasis on Reduce and Manage elements of the Reduce - Manage - Invest strategy. Ongoing development of sub-regional transport and modelling evidence base is essential to justify the need for transport interventions.

R2 Insufficient staff to resource and implement the TfSH work programme

L

The TfSH Business Plan 2009-11 has identified the need for additional resources to deliver TfSH work programme.

Recruitment of additional staff resources is being undertaken to address this issue. External consultancy services can be procured through the framework contracts as additional resource where neccessary.

R3 Change of government leading to abandonment of Regional Government with consequent changes to decision making for transport funding currently made by Regional Transport Board.

L

In the event of a change of government, the future of regional government is unclear. This would introduce uncertainty over how decisions would be made on allocating transport funding.

TfSH has good contacts at regional and national level and can react to any changes in the decision making process to ensure that it can have appropriate influence on decision makers.

R4 Economic conditions make delivery of South East Plan growth by 2026 difficult.

H

South East Plan is due for review, which will take into account economic conditions. Lack of growth could potentially reduce justification for supporting transport investment.

If overall programme for sub-regional economic growth is extended or reduced, TfSH should promote any growth in the two cities and existing urban areas, as a priority ahead of less sustainable greenfield locations, as the necessary transport interventions are more affordable and deliverable.

R5 Change of Government leads to abandonment and / or revision of South East Plan development targets

M

If a change of government were to remove regional structures, this could have significant implications for South East Plan.

TfSH should react accordingly post election to circumstances. If revisions lead to a reduction in development targets, TfSH should promote any growth in the two cities and existing urban areas, where the necessary transport interventions are most affordable and deliverable.

R6 Change of Government leads to abandonment of sub-regional partnerships, such as TfSH.

L

Indications are that all political parties would support sub-regional partnership working.

No actions proposed.

R7 Poor collaboration from TfSH partner authorities

L

Three TfSH partner authorities currently work together closely through the Joint Committee, despite representing different political parties.

No actions proposed.

R8 Poor collaboration from external partners

M

External partners are key to the delivery of the overall TfSH sub-regional transport strategy. Public transport operators in particular have a key role towards increasing the modal share of bus and rail journeys. The Highways Agency have a key role managing the Strategic Road Network.

South Hampshire MAA has led to the signing of a Memorandum of Understanding (MoU) with the Highways Agency. Refresh of the MAA aims to further formalise arrangements with the public transport operators and infrastructure providers. This includes a potential MoU with Network Rail and development of a formal partnership agreement with the South Hampshire Bus Operators Association (SHBOA).

R9 Local Planning Authority LDF Core Strategy to be found unsound due to transport impacts.

M

The transport impact of sub-regional development proposed in the South East Plan is significant. The full impacts of this have yet to be identified. Highways Agency require strategic assessment of overall impact of all development on the Strategic Road Network.

M27 Corridor Study will identify overall impact of new development on key parts of the Strategic Road Network. This will be supplemented by additional work by Local Planning Authorities and the transport and modelling evidence base.