Formed by Parish Councils Run for Parish Councils
Formed by Parish Councils - Run for Parish Councils - Delivering to Parish Councils Strategic Plan Away Day – LRALC Today Jake Atkinson Chief Officer, LRALC
LRALC – Vision and Mission Vision: An active, inclusive, and empowered local council tier across Leicestershire and Rutland, working with their communities and partners to improve quality of life in their localities. Mission: To champion and provide support and guidance to member local councils, their staff, and their councillors, for the benefit of those who live and work in their parishes.
The basics – LRALC…. n n n n n is an unincorporated association and is not for profit. has existed for roughly 70 years has 185 member and 10 non-member councils 14 councils have joined since 1 st April 2012. 6 fee paying PMs, 78 non-fee paying (associate) covers 7 parished local authority areas (branches) does not deal directly with the public corporate membership open to any local council or parish meeting which pays an annual subscription is calculated on an electoral roll basis.
LRALC – Benefits of membership n n n Telephone helpline/Online Member Support System providing formal legal and procedural advice for member councils (inc. guidance on employment, council administration, etc. ). Circulation of policy consultations, national circulars and bulletins, monthly LRALC Newsletter/Friday Round Robin. Opportunity to participate in branch meetings Training – LRALC runs an extensive programme of training courses to equip clerks and councillors, including Ci. LCA. NALC affiliation - Membership also provides affiliation to NALC: national representation, advice on legal and procedural matters, national publications and regular information bulletins. Local Council Award Scheme support and assessment
LRALC Executive n n n n n 14 seats, currently allocated 2 per Branch. 1 year term of office, commencing September. Employers Liability/Officials Indemnity sections extend to cover the Executive as ‘voluntary workers’ for the Association. Currently meets 4 times a year Sets budget in December and confirms in March. Annual report produced at financial year end. One standing committee – Investment Trustees. Executive Committee members *should* be appointed by Branch meetings, but current system is problematic. Constitution allows for Executive Committee to appoint.
NALC n n n NALC is the national body specialising in the work of local councils. Priorities are to “Deliver quality services to member councils and County Associations; Create new councils & grow membership and ; Promote & represent the sector effectively” Services include “Advice and guidance to members; Lobbying and campaigning; Producing publications; Providing toolkits and; Conferences and events Controlled by AGM/National Council, & Executive. Local Councils can only be a member of BOTH their County Association and NALC. LRALC works closely with NALC and other CALCs
LRALC 2011 onwards n n n n n Loss of a number of grant funded income streams (£ 65 k 2009 -10 to £ 20 k 2011 -12). New Chief Officer recruited October 2011. Future of LCC contract was under threat Budgeted training income £ 4, 000 for 2011 -12 Affiliation income was £ 36, 000 2011 -12 (£ 42, 500 to date 2016 -17), total increase in per elector fee 10. 5% Amended constitution x 2 (2011 and 2015) Removal of AGM – Unusual for a CALC Inactive Branches – Only 3 active 2011 -12 From loss in 2011 -12 to surplus (£ 41, 700 2012 -16)
LRALC Finances 2005 -16
LRALC Strategic Plan 2013 -16 n n n LRALC’s first Strategic Plan. Provided direction and focus for Executive Committee decision making, and a framework within which the Chief Officer of the Association is empowered to act. Provided key performance targets/outcomes for staff to work to. Informed by the 2012 Membership Survey Action plan “themes” based around the 5 features of a successful CALC identified by Govt – Funding, Staff, Services, Leadership, Partnerships.
Theme 1 - Funding n n n High % of Parish Councils in membership; Fair and sustainable membership rates; Successful applications/negotiations for external funding; Increasing self-generated income; Providing value for money.
Theme 2 - Staff n n Trained, experienced and professional staff equipped to do their job; Competent and experienced trainers; High calibre full time County Officer; Appropriate administrative and other support
Theme 3 - Services n n High quality support to members (engagement, dissemination and communication); Strong networks and partnerships; High quality training; Additional ‘paid-for’ services.
Theme 4 - Leadership n n Strong Executive Committee, Effective representation of local councils, Strong lobbying and influencing on behalf of local councils, Promotion of local councils across LRALC’s area, including the creation of new local councils.
Theme 5 - Partnerships n n Strong relationship and positive engagement with key partners (e. g. SLCC, NALC, FEMALC, CALCs, principal authorities, RCC, Voluntary sector, Police), Delivery of joint projects and events with appropriate partners.
LCC Contract (£ 20, 000 per annum) Outcomes: 1. 2. 3. 4. 5. Enhanced capacity and capability of local councils, chairs and clerks Improved input in to LCC strategic priorities Increased support to enable the growth of Localism in Leicestershire Increased engagement with the sector on specific topics Support improved communications between the tiers of local government
The future n n n n n Job evaluation of LRALC staff. LCC contract; up for renewal 31 st March 2017. LRALC Strategic Plan expires summer 2016. Renewed strategic priorities. Status of LRALC – Remain as UA, or change to IA Additional services – e. g. Internal Audit Service? Closer local and national partnership working? Future direction of NALC – positioning as a national exemplar of best practice The future of LRALC Branches?
Questions and Discussion….
- Slides: 17