Use this page to find information regarding recent decisions that have been taken by the council’s decision making bodies.
Alternatively you can visit the officer decisions page for information on officer delegated decisions that have been taken by council officers.
To provide a decision on whether the Council
wishes to review the business case for Wrigley Head Solar Farm and
explore options for delivery in light of positive changes in the
status of the project and improvement in the outline financial
model.
Decision Maker: Executive Director for Place & Economic Growth
Decision published: 17/06/2022
Effective from: 25/06/2022
Decision:
RESOLVED - That:
Option 2: Progress the project. Under this option, market testing
will be carried out using the GMCA “Go Neutral”
procurement call-off framework to secure high-level market feedback
on outline costs, delivery and financing options as well as
practical deliverability in terms of meeting the Planning
Conditions attached to Planning Permission for the project and
on-site technical considerations. Once this exercise is complete,
an options report for the project will be presented to
Cabinet.
Lead officer: Andrew Hunt
The postholder of Specialist Public Health
Nurse in Health Protection retired in April 2022. To replace the
previous postholder, it is proposed that we recruit using NHS terms
and conditions.
Decision Maker: Director of Adult Social Care (DASS)
Decision published: 17/06/2022
Effective from: 25/06/2022
Decision:
RESOLVED - That:
To proceed with NHS recruitment of Specialist Public Health Nurse
in Health Protection
Lead officer: Katrina Stephens
The purpose of this report is to seek
delegated approval to commission Bloom Procurement Services Limited
under the NEPRO³ Framework Agreement and for Bloom to
sub-contract to HYAS Associated Limited, to act as the
council’s critical friend and facilitator throughout the
development of a masterplan (and design code) for the strategic
allocations proposed at Broadbent Moss
Decision Maker: Executive Director for Place & Economic Growth
Decision published: 15/06/2022
Effective from: 06/06/2022
Decision:
RESOLVED - That: Appoint Bloom Procurement
Services Limited under the NEPRO³ Framework Agreement and
authorise Bloom to sub-contract to HYAS Associates Limited to act
as a critical friend and facilitator throughout the development of
a masterplan (and design code) for the strategic allocations
proposed at Broadbent Moss
Lead officer: Graeme Moore
The purpose of the report is to seek approval
for awarding the 12-month extension option within the contract
between Oldham Council and Furniture Resource Centre for the supply
of white goods and new and pre-loved furniture provided to eligible
residents under the Local Welfare Provision Scheme.
Decision Maker: Cabinet Member - Finance and Corporate Resources
Decision published: 10/06/2022
Effective from: 18/06/2022
Decision:
RESOLVED - That: To extend the Local Welfare
Provision supplier contract for a further 12 months with the
current providers; Furniture Resource Centre Ltd.
Lead officer: Caroline Lee
The purpose of the report is to seek approval
for continuation of the Enhanced Local Welfare Provision offer
which was contracted for a short- term period of four months
between Oldham Council and Furniture Resource Centre for the supply
of kitchen packs (utensils, crockery, small kitchen items), bedding
packs (duvets, bedding sheets, pillows) and covid protection packs
(sanitisers, handwash) that are eligible to residents thereby
enhancing the support available under the Local Welfare Provision
Scheme.
Decision Maker: Cabinet Member - Finance and Corporate Resources
Decision published: 10/06/2022
Effective from: 18/06/2022
Decision:
RESOLVED - That:
It is recommended that the option to extend the contract for an
additional 12 months with Furniture Resource Centre Ltd. This
extension would ensure the continuation of the service until the
procurement process for a merged Bulky Waste and LWP contract is
completed.
Lead officer: Caroline Lee
Decision Maker: Council
Made at meeting: 16/03/2022 - Council
Decision published: 09/06/2022
Effective from: 16/03/2022
Decision:
Members asked the following questions:-
Councillor Hulme asked the following question in relation to Cabinet 13/12/21, Item 9, page106
I note the decision taken by the Council to lease land to enable the NHS to build a Community Diagnostics Hub. Could the Cabinet Member for Health and Social Care say how much this will help hard pressed GP services across Oldham and whether he knows if the NHS is able to fund a new GP health centre in Uppermill?
Councillor Chauhan, Cabinet member for Health and Social Care, replied that with regard to the CDH development, this is part of a national capital investment programme to help improve access to diagnostic facilities to enable elective surgery waiting lists to be reduced. Members will be aware that there is now a growing backlog of people waiting for surgery.
In terms of Saddleworth, in the past week the Council Chief Executive, CCG Chief Officer and local GPs at Saddleworth Medical Practice have met to discuss in detail the situation. This has led to a firm commitment to start the process for a feasibility study about healthcare provision and access within the Saddleworth area. No timelines have yet been agreed for this work to complete but the scope was broadly agreed as incorporating the generation of a single understanding of the health and care needs of the local population along with current access to services and facilities with a view to identifying any subsequent options that may be available. The views expressed in the recent Meet the Leader conversations have been heard and are being used to shape this stage of the work and the matter is receiving serious consideration.
Councillor Islam asked the following question in relation to Cabinet 24/1/22, item 9, page 106
Recent press reports have highlighted issues with the recruitment and retention of children’s Social Workers in Oldham. Could the Cabinet Member please tell me if this is an issue and if it is, to what extent this contract provides agency social workers to the Council and what other steps are being put in place to rectify the situation?
Councillor Moores, Cabinet member for Children and Young People replied that, in response to your question regarding the issues raised in recent press coverage of the recruitment and retention of children’s Social Workers in Oldham we provide the following response:
The turnover rates for qualified children’s social workers in Oldham is 17% compared with the overall Council turnover rate of 11.4%. This is above the England, NW and GM all at 15% but below our Statistical Neighbours at 18%.
The reason that social workers leave the authority are varied and can include personal reasons, such as moving away from the area, or professional to seeking promotion or a change of career path. Exit interviews are conducted with all departing social workers in order to capture the reasons and to see whether or not there are actions that can be taken to support the social worker to remain in Oldham.
A number of our Frontline and Newly Qualified Social Workers leave Oldham upon completion of their courses in order to return to their home area. We have learned from this and are keen to encourage applicants who wish to make a commitment to develop their career in Oldham and better reflect our diverse communities.
Currently, 25% of permanent social work posts are covered by agency social workers sourced through the Reed Framework. There is a national shortage of experienced social workers and Oldham Council is competing with Greater Manchester Local Authorities, and those further afield, to recruit to these roles.
We are working hard to ensure that our recruitment campaign promotes Oldham as an ‘Employer of Choice’ and we emphasise the benefits of joining our authority. This includes our competitive pay and rewards, the bespoke workplace designed for social workers, employee assistance scheme and the support and development opportunities that we provide. We are simplifying our recruitment processes and supporting staff and managers to tell our story through the use of social media and our recruitment site: https://www.linkedin.com/feed/update/urn:li:activity:6907296552621330432
We are considering other ways of bringing social workers into Oldham via our links with universities and expansion of our apprenticeship scheme led by our Principal Social Worker.
Members can play an active role in promoting Oldham Council as a social care employer of choice through their available networks.
Councillor Al-Hamdani asked the following question in relation to Cabinet 24/1/22, item 6, page 101 (Review of the Council’s Wholly Owned Company: Unity Partnership Limited):
Following the decision of this Council to revert Unity Partnership back into the Council rather than remain a wholly owned separate entity I would like to ask the following questions that residents of Oldham would be grateful to hear.
- When will we know how much this reorganisation will cost?
- What are the consequences to continuation of services for residents
- How many projects will be delayed?
- Importantly, when will we see service improvements and when will we see a saving to Oldham?
Councillor Shah, Leader of the Council and Cabinet Member for Economic and Social Reform, replied that as advised in the report to the Cabinet on 24th January 2022, the costs were initially estimated at £1.3m to support additional identified costs including any requests to join the GM Pension Fund. This £1.3m was to be included in the Councils 2022/23 Revenue Budget on a one-off basis funded from Council reserves in the first instance, with the expectation that the efficiencies and opportunities to redesign service delivery would fund this investment over a two-year period.
The £1.3m investment in Organisational Redesign funded by reserves, was included in the Council’s Revenue Budget Report approved on 2 March. However, as the £1.3m was based on best estimates and it won’t be until the transfer is complete and revised working arrangements have settled, that the final position will be known.
The decision to move Unity Partnership Services back into the Council will have minimal impact on current service delivery, the Services will continue to be provided by the same expert staff who will TUPE transfer from Unity into the Council and residents should feel no negative impact. Indeed, we intend to use this opportunity to improve how we deliver services over time but the immediate focus us on ensuring we undertake a smooth and safe transition that ensures we retain a high standard of service delivery.
The transition of services and staff from Unity Partnership into the Council will have no material impact on the various projects that are already underway or on the ‘starting blocks’, there is additional work that officers are having to manage as a result of the transition but at this stage, officers are reporting that it is having no direct impact on projects.
The Council’s Medium Term Financial Strategy also approved at Council on 2 March 2022 identified expected cost reductions of £0.650m in both 2023/24 and 2024/25 thus funding the cost of the initial investment. Any additional savings will be identified in preparing the budgets for 2023/24 and future years.
Councillor Hamblett asked the following question in relation to Cabinet 15/11/21, Item 6, page 85 (Oldham Council Corporate Peer Challenge Action Plan):
The Peer Review which took place in January 2020 highlighted numerous ways in which Oldham as a Council and a Borough could improve both effectively and economically.
Although COVID-19 might have been a stumbling block to developing the outcomes of the review, which was very warmly accepted at the time, we are now two years later on and the findings of the review are still to be actioned although we now apparently have an action plan.
Why is it the action plan from that review and its key recommendations have taken until November 2021 to be presented to Cabinet. And those Cabinet minutes are before us tonight in March 2022.
The review process has several stages with the LGA willing to return to see how we are progressing.
Can I ask therefore if we have a timescale when we can expect to see a meaningful outcome from the action plan and importantly when our critical friends, the LGA are likely to return to reassess our progress against the accepted recommendations?
Councillor Shah, Leader of the Council and Cabinet member for Economic and Social Reform, replied that the Cabinet had agreed to implement the implement the Corporate Peer Challenge Action Plan in accordance with timeframe that was detailed in the appendix to the Cabinet’s report.
RESOLVED that:
1. The minutes of the Cabinet meetings held on 15th November 2021, 13th December 2021 and 24th January 2022 be noted.
2. The questions and responses provided be noted.
Reducing Parental Conflict is a national
programme led by the Department of Work and Pensions (DWP) designed
to help practitioners support families experiencing conflict by
providing tools and strategies to specifically focus on the
parents’ relationship and communication skills. This enables
parents to be able to proactively care for their children,
establish a consistent, clear routine, provide a stimulating,
nurturing environment, emotional security, warmth and respect and
role model healthy relationships.
The proposed post of Reducing Parental Conflict Development Officer
is to deliver bespoke Reducing Parental Conflict (RPC) training to
partner agencies, develop partnership practice and confidence using
RPC principles, and advise partners about resources and
interventions to help families resolve parental conflict.
Extending the hours of the Stronger Relationships Manager from 0.5
to 0.7 FTE will enable strategic development, partnership working
with key services and the third sector, establish a pro-active and
engaged steering group to help drive and embed RPC, create
practical resources and bespoke training support packages
Decision Maker: Cabinet Member - Children and Young People and Deputy Leader
Decision published: 08/06/2022
Effective from: 16/06/2022
Decision:
RESOLVED - That: a fixed term Grade 5 post of
RPC Development Officer be created for 18 months, and the working
hours of the Stronger Relationships Manager be increased from 0.5
to 0.7 FTE until 31 March 2024.
Lead officer: Bruce Penhale
Proceed with contract and lease awards which
will progress a food hall fit out following a procurement exercise
and lease to an established restauranteur operator and welcomed as
part of the Night-time Economy partnership.
To note that this option also allows the Council to access
£1.103m of FHSF grant funding.
Decision Maker: Leader of the Council and Portfolio Holder for Reform and Regeneration
Decision published: 08/06/2022
Effective from: 16/06/2022
Decision:
RESOLVED - That:
i.The award of the fitout contract for a food hall to the
successful tenderer following a procurement exercise.
ii.Under the Contract Procedure Rules it is proposed to apply Rule
21.3 (k) of Public Contract Regulations 2015 due to a later
amendment to the scope of the original tender.
iii.The installation of Heritage doors and minor works at the Old
Town Hall to be progressed.
iv.The letting of The Egyptian Room to an established
restaurateur.
v.The Council continue with the existing Professional
Appointments.
vi.A revised budget is allocated to this project.
Lead officer: James Tolan
To seek approval to issue a Main Works
contract modification to Tilbury Douglas Construction to increase
the scope of Phase 1 priority works at the Old Library on Union
Street.
Decision Maker: Leader of the Council and Portfolio Holder for Reform and Regeneration
Decision published: 27/05/2022
Effective from: 04/06/2022
Decision:
RESOLVED - That:
Option 1: proceed with a Phase 1 contract modification
A contract modification would facilitate a process that targets
best value for the Council and opportunities to access time and
cost benefits of a fully integrated development programme.
Lead officer: Nigel Fraser