Introduction final.… · Introduction National portfolio organisations The National Portfolio...

Introduction

National portfolio organisations

The National Portfolio funding programme is our programme fororganisations that are applying for funding over a four year period from2018/19 to 2021/22 to deliver arts and cultural activity, as well as thoseorganisations applying to support the arts, museums and libraries sector.

The application form asks you a series of questions about how you plan tocontribute to the Arts Council’s goals and about your organisation’smanagement, governance and financial viability. We will use theinformation you give us in your application form to decide whether we willoffer you a grant.

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Applicant: Barnsley Museums 51009377Project: Barnsley's Cultural Call To Arms NPO-00032435

Application submission 27/01/2017

Organisation details

Non-UK address or address not found:

Address name or number: BARNSLEY METROPOLITAN BOROUGHCOUNCIL,Town Hall,

Street: Church Street

Locality:

Town / city: BARNSLEY

Postcode: S70 2TA

Main contact number: 0122 6772436

Email address:(Organisation email address

if applicant is an organisation)

[email protected]

Website address: http://www.barnsley-museums.com

Fax number:

Please select the option that most closelydescribes your organisation:

Museum

Select one of the options below to describeyour organisation’s status:

Local government body

Are you a registered charity? No

Is your organisation a Museum? Yes

Please enter your Accreditation number: 422



Your contact information

Contact type Maincontact

First name Last name Primary contactnumber

Email

Grant administrator Yes Lynn Dunning 01226 772436 lynndunning@barns...



Contact details

Contact type: Grant administrator

Is this the main contact for the applicant? X

First name: Lynn

Middle name: F

Last name: Dunning

Position: Group Leader - Museums

Primary contact number: 01226 772436

Alternate contact number: 01226 772500

Mobile phone number: 07824351215

Email address: [email protected]

Fax number:



Basic details

Information

What is your organisation or consortium's mission or purpose? No morethan 2000 characters.

Our vision is to be a first-class Museum Service bringing quality experiences toinspire, engage and play an active and positive role in the life of our Boroughand all its communities. We contribute significantly to the local economy, and topeople’s well-being and quality of life. We provide venues and events which arewelcoming, inspirational, inclusive and innovative within a service which is acentre of excellence for heritage, engagement with the arts and learning for all.We are always looking to the future and aim to be a self-sustaining service withambitious yet achievable plans for the future.

Our mission is to inspire people to engage with museums, heritage, archivesand the arts. We believe that our museum service:

• makes a positive difference to people's lives• inspires and challenges people to explore their world and look at thingsdifferently• raises aspirations and helps build strong and cohesive communities• is a powerful learning resource for people of all ages, needs and backgrounds• is a compelling tool for regeneration contributing millions of pounds each yearto the local economy

We do this by:• Providing exciting and inclusive activities, programmes and exhibitions• Sharing, interpreting and conserving our unique collections• Facilitating free access to stunning heritage buildings, landscapes and spacesthat tell the stories of Barnsley and the UK’s history• Reaching out to our communities across the Borough to create a sense ofownership, belonging and pride• Creating inspirational learning opportunities for everyone• Developing partnerships that support our local arts, heritage, archives andmuseums sectors to raise the profile of the borough and build capacity in thesector• Supporting our workforce to develop their skills to deliver a first-classcustomer service in challenging times

Do you, or does your organisation object toreceiving National Lottery funding for

religious reasons?

No

Requested amounts



Amount summary2018/2019 2019/2020 2020/2021 2021/2022 Total (£):

Amount requested (£): £466,500 £466,500 £466,500 £466,500 £1,866,000



Contributing to our goals

To be considered for funding you must be able to help the Arts Councilmeet our goals. You must contribute to:

Goals: Goal 2: Everyone has the opportunity toexperience and be inspired by the arts, museumsand libraries, Goal 1: Excellence is thriving andcelebrated in the arts, museums and libraries,Goal 5: Every child and young person has theopportunity to experience the richness of the arts,museums and libraries



Goal 1

Tell us how you plan to use our funding to contribute towards Goal one.No more than 20,000 characters.Excellence is thriving and celebrated in the arts, museums and libraries.

Our submission is inspired by Darren Henley’s Arts Dividend:

“A nation is built around its shared culture, which provides the references bywhich people understand each other, and through which society exploresdifference and holds itself together, reflects upon its progress, and forms theideas that will shape its direction. A shared culture is enlightening, humanisingand inclusive. It breaks down barriers and challenges intolerance.That shared culture should be the right of everyone in our country, no matterwhat their background or where they live. Thinking how we can encourageculture and creativity in less obvious places has become a preoccupation ofmine. I am always excited when I visit towns that might not be regarded asconventional tourist hotspots, and discover great cultural riches.

Big cities like Manchester, Newcastle, Liverpool, Leeds, Birmingham andLondon are surrounded by areas with large populations, which might not be sowell known but still have great civic pride. It’s been exciting to walk the streetsof Barking, Barnsley, Blackburn, Bradford, Coventry, Croydon, Darlington,Middlesbrough, Milton Keynes, Plymouth, Southend, St Helens, Stoke-on-Trent,Sunderland, Walsall and Wolverhampton, and to learn first hand how there is athirst for art and culture to be a key part of local life’’

We believe that the unique selling point of Barnsley Museums is that we punchabove our weight. We have an outstanding track record of delivering excellentand innovative work. We have the leadership, commitment and support to doeven more amazing work with lasting impact for our communities.

We are ambitious and determined to provide excellent cultural experiences thatengage diverse audiences. We want our collections, heritage buildings andstories of people from our Borough to be a driver for enriching people’s lives.We have a track record of innovation and excellence, and want to do more,trying new ways of working with our communities, new and old. We believe wecan make a huge difference and evidence our impact. Becoming a NationalPortfolio Organisation will enable us to make this step change and take us tothe next level as an organisation by providing the resources to enable us to trulyrealise our potential.

We are blessed with great heritage assets in Barnsley – collections, buildingsand landscapes. We believe our collections are special – not just the valuableart donated to our Borough by wealthy philanthropists but the collections ofeveryday and personal objects brought together to form the ExperienceBarnsley Museum in 2013. The creation of this collection from scratch in liaisonwith thousands of local people proved the power of reaching out to ourcommunities. It triggered our ambition to do more and a belief in ourselves as aservice that we could achieve great things. It is often referred to as the mostpopular thing the council has ever done. Senior managers and politiciansrecognised the value and transformative power of culture. The creation of this



new museum was a turning point for cultural engagement in Barnsley – it raisedaspiration in local people, showing them that they could have somethingexcellent and that they deserved the best. And, that this should be the norm foreveryone. It gave a sense of pride back to a community depressed anddisaffected by the loss of the mining industry and its very identity. It enabled usto trial exciting new way of working but the one off project funding didn’t allowus to fully embed this innovation in our everyday work, and we want to becomea National Portfolio Organisation to enable us to make that step-change.

Whilst the funding landscape has changed for us, Barnsley Council is stillinvesting in culture and understands the important economic and social role itplays. And, recognising how it could do more. We are achieving more thanever– raising our game in terms of earned income and public donations allowingus to continue to be excellent. We are ambitious – we actively seek newopportunities, new funding streams and find new ways of working. We seek outexciting new partnerships to deliver excellence for our communities – forexample taking the opportunity to work with the De Morgan Foundation whenthey were seeking a new home for their collections, bidding to work with theBritish Museum to host an exhibition of work by Pablo Picasso and winning abursary for our collections manager to work with the National Gallery. We havesought to work with, and learn from, the best and to try new things whilstundertaking meaningful and ground-breaking evaluation. We want to challengeourselves in how we approach programming and how we work with ourcollections. We want to ensure our collections are relevant to all ourcommunities, and that we remove barriers to participation by trying new ways ofworking including using new technology innovatively. We have experimentedwith virtual reality and 3D collections scanning, and creating new ways ofinteracting with people on digital platforms, and want to embed this in ourapproach going forward.

We are excited by the prospect of achieving more and building on oursuccesses to date. The council is making additional investment available (bothrevenue and capital) to kick start new and innovative commercially focusedproposals which are all part of our resilience journey – including investment inour shops, wedding facilities and even a Pet Crematorium in the grounds ofCannon Hall (http://www.artscouncil.org.uk/blog/commercial-curator).

Support from the Council Leader, Cabinet Member for Culture and SeniorManagement for our service is very strong and vocalised regularly. We are seenin the Council as an exemplar service, winning awards, taking managed risks,fully embracing change and seeing it as an opportunity not a threat. They areall fully behind our ambitious plans and have been fundamental in creating theconditions for our success. Our Council Leader has recently said 'BarnsleyMuseums has gone from strength to strength in recent years, proving time andagain that these services can inspire and engage people from all walks of lifeand have the ability to deliver on the Council’s priorities. In particular BarnsleyMuseums has been fundamental in boosting our visitor economy and hassuccessfully attracted considerable investment into the area. In addition theservice plays a vital role in raising awareness and improving perceptions ofBarnsley, through attracting high profile exhibitions, such as the recent Picassoexhibition at the Cooper Gallery, Barnsley receives a great deal of positivemedia attention and this enables our local people to feel a sense of pride in theirarea. Our services always strive to deliver the best possible opportunities forpeople and delivering a high quality museum service means that people not



only have the chance to connect with their local heritage, but also theopportunity to experience new things many of which would not otherwise beavailable to the majority of our residents. I am very proud of our MuseumService and all that they have achieved.' Diana Terris our Chief Executive alsorecognises the potential of culture 'Barnsley Council has recently undertaken acomprehensive “Future Council” transformation process and we have investedheavily in leadership development, as well as creating a culture of innovationand organisational effectiveness to develop new ways of working so that we cancontinue to deliver the best possible services for our residents. The MuseumTeam has been a real success story, embracing this process and working withpartners across the Council and in our communities to develop new andcreative ways to drive improvement and develop an excellent and sustainableservice. I have been consistently impressed with their creativity, enthusiasmand the results they have managed to achieve and I am sure they have thepotential to deliver even more. Barnsley Council recognises the value of culture,how it can deliver on our priorities and the value that our local communitiesplace on it. The Council has consistently invested in culture services, we are ina secure position going forward to 2020 and I am confident that our MuseumService will continue to deliver exceptional results.'

We have been on a journey of improvement as an organisation – from fivedisparately managed venues to a cohesive branded organisation with a strongsense of identity. Support from ACE has been key to achieving this. Fundingfrom the Strategic Support Fund, Museum Resilience Fund and Museums &Schools has helped us focus on becoming more commercial and resilient –enabling us to start developing and fulfilling ambitious plans. The support ofACE most recently enabled the establishment of the Barnsley Museums andHeritage Trust – a new fundraising charity which supports our learning andparticipation work, and care of collections. This revenue support has beeninvaluable. Whilst capital funding is still relatively straightforward to attract(although getting tougher) revenue funding to achieve impactful, sustainedgrowth is nearly impossible, and this is one of our major reasons for applying tobecome a National Portfolio Organisation – to continue to improve, do more, dothings differently, and demonstrate the possibilities of culture to deliver on abroad range of strategies and agendas on a mass scale.

We have had, and continue to have, significant investment from the council tobe more innovative and commercial. The council is committed to free admissionand removing barriers to engagement. We have been centrally positioned aspart of the economic renaissance of the borough, in terms of the value of ourmuseums to the visitor economy, but now there is emerging recognition fromsenior managers, the Leader of the Council and cabinet members thatmuseums can deliver significantly towards the council’s pressing socialproblems. The only thing stopping us is our capacity. We know we areexcellent, innovative and passionate, and that we have a real opportunity tobecome a sector exemplar. Becoming a National Portfolio Organisation will helpus make this step change and continue our improvement journey. The potentialexcites everyone in our organisation!

Our service is recognised as being excellent. From being finalists in the LocalGovernment Chronicle team of the year award category to sharing ourexperiences at Arts Council England ‘Celebrating Museums’ events, our workreceives plaudits, and our ambition and hard work recognised. Most importantly,though, the people we work with value our service and are excited by the



possibilities of our work:

'A stunning example of how to raise a town’s self-esteem.'(Experience Barnsleyproject)'Barnsley is taking a big step into the future.' (Experience Barnsley project)‘Coming from a small mining village I know how hard it can be to believe youcan go on to do amazing things and the museum team are inspiring that.’‘Being involved in the museum gives my children a sense of community andbelonging, they can see the history of their town in front of them.’

Ian McMillan, our very own Poet Laureate, wrote a poem collaboratively withour community as part of the engagement process of developing the Museum.Here’s an extract that describes our museum:'These objects and these photos tell the tale,More than bricks and mortar, more than “summat” on a shelf,More than feats of engineering, more than hill and dale.This is Barnsley talking to the world and talking for itself’

Experience Barnsley was a national case study for the Museums AssociationMuseums Change Lives programme - this film sums up who we are and whatwe are trying to achieve - https://www.youtube.com/watch?v=Wl1BxeL8MUY

For us success will mean being able to show we are providing moreopportunities to engage, that the number and diversity of people engaging withus has increased, participation levels amongst the lowest engaged haveincreased, and that we can demonstrate an increase in the depth and quality ofpeople’s engagement with us. In addition we want to ensure that thisdemonstration of impact leads to a wider recognition of the role museums canplay in making our communities a better place – improving our health, educationand opportunity – and that is reflected in policy decisions at a strategic level.

Tell us how you plan to use our funding to contribute to the Creative Casefor Diversity. No more than 10,000 characters.

Diversity, in its broadest sense, is a major part of the creative process and ofcultural experience. Barnsley Museums have already made the shift inperspective from seeing diversity as an obligatory aspect of equality legislation(i.e. protected characteristics) to understanding fully its creative potential andhow it can promote excellence and nurture talent. We are committed to equalityand diversity in its broadest sense, and this approach is integral to our futuresuccess as an organisation. Barnsley’s population is 97.9% white (including ourgrowing Eastern-European migrant population), something which is quiteunusual in 21st century England. But a large section of our existing WhiteBritish communities feel disenfranchised which has led to an increase in racismas new communities, particularly those of migrant workers, emerge. Post Brexitthere is fear and misunderstanding in our traditional communities, who havedealt with so much change and hardship in the past and continue to do so.

We already work with a broad range of communities but we want to embed thisinto our programming and collections work. We want diversity to be at the heartof our approach. We want it to drive our collecting policies with a new focus oncontemporary collecting and look at collections from new perspectives.Currently our Chinese, Polish, Asian and Caribbean communities are muchunderrepresented in our collections and exhibitions. We want our collections tobe relevant – not just our social history collections but our world-art collections



too, exploring new stories and interpreting collections differently. Taking acollaborative approach and listening to more voices is central to our ethos. Wewant to co-curate many of our exhibitions, in our venues but also in unusual andunexpected places out in our communities like supermarkets, high streets andpubs. This was key to the approach we took with the Experience Barnsleyproject – and is something we want to do on a day to day basis, not just projectby project. We have some experience of working with diverse audiences – ourLGBT community, Polish, Muslim and Chinese residents and people withdisabilities but this has been on a piecemeal and project to project basis - thereis so much more to do given Barnsley’s challenging socio-economic positionand uncertain times ahead post Brexit.

We want to trial new ways of engaging harder to reach audiences – using newtechnology for example as a way in. Create virtual museums, capturingexperiences as part of the expansion of our sound and film archive, and bringinterpretation to life using virtual reality. A lack of digital skills compounds otherinequality issues in our Borough and as the digital divide increases, it getsharder for people to catch up as technology moves so quickly.

We want to work with emerging communities, and to understand theirexperience of living here, and how we can support and engage them. With HateCrime on the rise (something we have witnessed at our own venues), and oneof biggest votes to leave Europe being recorded in Barnsley (largely fuelled bythe fear of immigration) we want to tackle this up front.

Anecdotally, migrants are talking about receiving hostility generally, but notreporting this as a hate crime or a hate incident to authorities. It’s not beingreported as its low level verbal abuse and people are just being advised on howto keep safe rather than it leading to anything as there is little the police can doin these circumstances. Its impacting on people’s lives and people are changingtheir behaviour. They feel the town centre is very hostile, they won’t go thereunless with friends/relatives or they cut their visits short as they are sufferingverbal abuse. They will meet at friends’ houses rather than go into town to acafé. Its changing people’s way of living.

We will use the heritage of Barnsley to start conversations about this issue –Barnsley saw a huge influx of immigrants in the 19th century driven by theindustrial revolution and the new factories, mines and other industries whichprovided work – and going back further in time with the arrival of FrenchHuguenots to work in (and sometimes lead) the glass and linen industries.Many people who live in Barnsley today are descended from these immigrantsbut don’t see things in this way. Many people never leave Barnsley. Somerarely even travel – for them Barnsley has everything they need. For some theirworld view is Barnsley. They suffer from the poverty of aspiration. The socio-economic situation for many fuels this lack of aspiration, particularly amongstyoung people. We want to show that people can achieve more and manypeople have gone on to do great things both in their home Borough andbeyond.

We want to build a movement, interacting with people in new ways to reach outand inspire harder to reach audiences to encourage aspiration andachievement. There will be many strands to this – commissioning artists andarts organisations to inspire, creating opportunities for early interventions.Exploring citizenship, British values, democracy and civic pride. Celebrating



success, showing people their voice can be heard and be a force for positivechange. Barnsley is a dichotomy. On the one hand it’s a place of great politicalfervour and socialist values. Of hard work and passion, great warmth and pride.But on the other hand a place where racism is becoming rife, narrow-mindedness and poverty of aspiration can prevail.

We will seek to tackle these issues through community outreach – delivering arange of activity directly, and commissioning local arts organisations and artiststo assist in larger scale programmes, building on what we know has worked wellin the past but also trying out lots of new ideas.

Our workforce is part of this journey as well – our workforce is largely White-British, but diverse in age, socio-economic background and experience. We arecommitted to apprenticeships and providing work experience. This is somethingwe are doing increasingly – creating life chances for young people. Training andawareness raising amongst our own staff and volunteers is an important part ofbeing successful, and programmes will be delivered to ensure our venues aremore welcoming and friendly for a more diverse audience, an area we are keento share learning in. We also want to expand our volunteering reach – most ofour volunteers are currently white, middle class and 60+. We want to breakdown the barriers to volunteering and create innovative new programmes toengage a wider range of people including young people.

For us it’s a priority to work with both emerging and traditional audiences toaddress social cohesion, celebrate our differences but also what connects us.We want to share our experiences with others in the sector, and embedevaluation from the start – creating new and exciting ways to show how we aremaking the case for cultural diversity. Success will be more people experiencingour offer and an increase in the number and range of people visiting ourmuseums, and engagement levels amongst those currently engaged in arts andculture will have increased. We are able to demonstrate increase in depth andquality of people’s cultural experiences, and ensure our programming isrelevant for everyone.



Goal 2

Tell us how you plan to use our funding to contribute towards Goal two.No more than 20,000 characters.Everyone has the opportunity to experience and to be inspired by the arts, museums andlibraries.

Some of the most deprived neighbourhoods in England are in Barnsley. 25% ofour children live in poverty. The health of people in Barnsley is generally worsethan the England average. People die earlier. One in three children areoverweight or obese. 21% of children are entitled to free school meals. Five outof our eight Secondary Schools are below or significantly below average. 27%of Barnsley residents lack digital skills. Poor educational attainment, povertyand deprivation, unemployment and a lack of digital skills are all compoundingour inequality issues.

We know from these statistics there is demand for what we want to do. Weknow we will be able to make a huge difference. We want to reach out to all ourcommunities, enrich lives, fire imaginations, challenge, inspire, educate,entertain and create opportunity. We know we have large numbers of peopleengaging with our museums (over one million annually), so we are ready tomake the step change in diversifying our demographic through high qualityparticipation programmes and outreach.

Our proposal is all about delivering measurable social impact throughengagement with our museums and collections, with a focus on communityoutreach. We will build engagement through becoming more relevant to a widerrange of people, building new relationships and partnerships, and developingnew and innovative ways of working.

We closely align with the council’s priorities around the visitor economy, healthand wellbeing and educational attainment. We are passionate about showingthat museums are about more than the economy (even though that is a vitalrole they play) and that they contribute across a broad range of agendas. Inparticular we are using Barnsley’s Future Council 2020 outcomes to shape ourwork, and to advocate what we do and can do. We have trialled this work inprogrammes such as our current literacy project Hear My Voice which isworking with young people in the most deprived areas of our Borough (fundedby a local charity, Barnsley TUC Training) - and know the difference this workcan make.

The key outcomes we deliver against are:Outcome 1 - Create more and better jobs and good business growthOutcome 2 - Increase skills to get more people workingOutcome 4 - Strengthen our visitor economyOutcome 6 - Every child is successful in learning and workOutcome 9 - People are healthier, happier, independent and activeOutcome 10 - People volunteering and contributing towards strongercommunities

Through detailed customer insight work we know who are audiences are now,and who we are engaging with. The Audience Finder work has been a really



important way for us to understand who are audiences are and what they want.We have detailed demographic information and analysis which we have startedto use across our service to inform programming, retail and our marketingapproach. Analysis of data and business intelligence is a big step change wehave already made as an organisation. Facebook Families are the largestsegment by far in the Barnsley population, however they have low engagementwith arts and culture and should be considered a hard to reach group whorequire the more intensive approach to engage them which our bid is all about.We know that currently 95-98% of our visitors are White British, and up to 21%consider themselves disabled – broadly reflecting our Borough’s demographic.But some key geographic areas of the Borough are massively unrepresentedand this correlates with areas of significant deprivation – and this will where wefocus our audience development work.

We are finalising an Audience Development Plan based on our newunderstanding of audiences and barriers. We aim to increase:- knowledge of audiences to ensure Audience Development Strategy is relevantand appropriate for use- local family visitors to all sites- regional family day trippers- local adult visitors and subsequent engagement with activities and events atall sites- regional adult day trippers and subsequent engagement with activities andevents at all sites- engagement with local educational institutions, specifically increase number ofprimary schools visiting- diversity of audiences at all sites through targeted work- frequency of visits across a range of audiences- volunteering across all museum sites

It is also very important that we continue to do the things which are attractingour current and more traditional audiences, and to not forget what is alreadyworking.

As well as addressing the diversity of our audiences we also want to tackle ourBorough’s serious health and wellbeing issues through outreach andengagement. Some of the key issues facing our Borough are mental health,substance abuse, obesity (physical inactivity), social isolation and dementia.

To quote from Museums Change Lives - “Museums boost people’s quality of lifeand improve mental and physical health. It is good for wellbeing to engageclosely with collections and ideas in the presence of other people.”

We have worked with the Barnsley Alzheimer’s Society and are a partner in thelocal Dementia Action Alliance. Our work as part of the Yorkshire Health andWellbeing Cohort of Museums is enabling us to make small steps into becomingeven more Dementia Friendly and providing specific opportunities for those withDementia and their carers or families to have positive experiences at ourvenues. From tea dances to knitting clubs, we know the demand is there.Services are being reprioritised in the health sector and we want to be in aposition to make a difference. Many who are socially isolated have attended theevents at the museum, and they have been full to capacity. We can’t offerenough within our existing resources.



We have a proven track record of working with people with mental healthproblems, and of having life changing positive outcomes. Our jointcommissioning of Arts on Referral and the ‘Uplift’ scheme enabled us to trialcompletely new ways of working with local health providers. We need to enablethis to happen in the long term in a sustainable way.

A Community Heritage Curator and a Community Arts Officer will work in ourcommunities, building on work that is already happening, and working inpartnership with a range of organisations including the third sector, libraries,artists and arts organisations. We will be able to start conversations, and workmore collaboratively, achieving more. Barnsley has a unique integrated PublicHealth model, with everyone being responsible for delivering public healthoutcomes and public health staff being embedded within services across theCouncil, including within the Culture and Visitor Economy Service. We haveaccess to a large amount of expertise, but little in the way of financial resourceto take forward work in some of the key areas we can have an impact in. Wehave the contacts and support across the Council, and externally, to enablesignificant positive change. There is huge enthusiasm to work with us.

As the population of Barnsley ages, the museum service can do more to helpimprove the quality of life for older people, finding ways to work with localpartners in the health sector to serve people’s health needs, such as those inresidential care with and without dementia. We can help to achieve the targetsfor helping older and disabled people to remain independent for as long aspossible, by creating opportunities for them to be engaged in activitiespromoting their health and wellbeing and reducing social isolation. The outreachwork will also contribute to strengthening the visitor economy. Our experience todate has shown that the more outreach that Barnsley Museums have done, thishas had a direct positive impact on increasing the number of visitors to themuseum sites. This in turn contributes to our sustainability as an organisationas well.

Kathryn Rawlings, Support Manager from the Dementia Action Alliance saidabout working with us: ‘The concept of creating a Dementia Friendly visitorattraction has been fully embraced by the team. Initially we arranged a visit tothe museum involving people with dementia and their carers. We askedpeople’s views about how to make the museums more dementia friendly andmade a list of changes that could improve the visitor’s experience. Commitmentwas made to make the improvements linked to signage and lighting the audioexhibits. The museum is creating reminiscence resources and an impressiverange of photographs, and they allow people to borrow these items. This is avaluable asset for our groups as reminiscence work is very powerful whenworking with people with dementia. This piece of work within the alliance is themost impressive to date demonstrating what can be achieved with a committedalliance member. We thank you for working with Alzheimer’s Barnsley’. This isone example of the work we want to be able to take further.

We will be able to build on some of our project work to date and take forwardmuch of the grass roots work we did on a large scale for the ExperienceBarnsley Museum development - focusing on collections and people’s storiesand experiences.

Ideas we would develop include:



• Museum on tour- we want to get objects, stories and inspiration to the heart ofthe communities and target those who would not necessarily visit a museum.We want to challenge perceptions of what a museum is, and what it can do. Wewant to show people how they can get involved, where Barnsley has come fromand create a better sense of place for those living in the most deprived areas ofour borough. We have trialled this with a pop-up museum before and know thatit is extremely challenging in many ways, however, it will enable us to workdirectly with those less engaged and offer alternative spaces to startconversations.

• Dementia awareness work and handling resources/memory sessions – all ourmuseums are signed up to be dementia friendly, but there is much more we cando and we know demand is high. For many younger people who are beingdiagnosed, memory sessions and handling resources can be far removed fromtheir experiences and confusing or hard to engage with. We want to workclosely with care providers to build opportunities for those living with dementiaand their carers, specifically in the early stages of the disease. Arts, poetry,creativity, guided walks, communal spaces to enjoy music and discussion overcollections, archival imagery and objects can all promote a huge sense ofwellbeing.

• New uses of digital technology e.g. live streaming events such asdemonstrations, volunteering activities and talks to encourage futureinvolvement. We will also explore live streaming into classrooms e.g. at 11amtoday Barnsley Museums presents ‘The Romans’. Developing our ideas for useof virtual reality as part of the interpretation of our historic sites, and 3Dscanning of museum objects, and moving away from interpretation based purelyon the ‘expert’ voice. We want to increase our use of social media and shift ourchannels of communication through new digital marketing opportunities.

• Healthy living and eating - through our Museums and Schools programme wenow have just one session at Cannon Hall focused on finding out where foodcomes from, and about the principles of a healthy diet. We want to run a muchbigger better programme of activities for schools which ticks all the curriculumboxes for teachers and embeds healthy eating into school lifestyles, having apositive effect on families and children. At key stage 1 and 2, explicitly linked tothe curriculum is understanding where food comes from, using the basicprinciples of a healthy diet to prepare dishes, understanding seasonality, howingredients are grown and cooking techniques. We are in a fantastic positionhaving a 17th century working flour mill, a kitchen garden and working Victoriankitchen to be able to explore ideas of how to take this into the schoolenvironment to benefit those who may have very little access to outdoorspaces.

• Some of our museums benefit from being set in amazing green spaces –Worsbrough Mill and Cannon Hall for example, which provide perfect locationsfor health focused, fun physical activity such as orienteering, gardening, buggywalks and much more. There are direct links between improved mental healthand being outdoors, and we offer some of the best green spaces in Barnsley.These green spaces also offer an alternative sanctuary away from the day-to-day stress and noise of everyday life. Having just 3 minutes of peace and notthinking about anything but the landscape can contribute hugely to a sense ofwellbeing. We want everyone in Barnsley to be able to access theseopportunities.



• Arts and heritage activities for older people to reduce loneliness and socialisolation, providing opportunities for people to come together in safe andfriendly venues to try new skills, feel more positive and meet new friends.

As well as our staff working in communities, we will commission artsprogrammes, working in partnership with organisations like Barnsley basedCreative Recovery, who has a fantastic track record of delivering programmeswith people with mental health problems, as well as alcohol and substanceabuse issues. We would look to build their capacity as well, throughprocurement of long term programmes of work building on work to date e.g. Artson Prescription, Live Arts Cafe and the Uplift project – all of which used ourcollections and venues for their inspiration. Much of this work by local artsorganisations is already having impact, and we want to support them to do moreand enable us to achieve more with our resources. Giving programmes ofactivity such as this some longevity also means we can build strong cases forsupport through powerful evaluation and case studies.

We also want to meet our public health responsibilities by addressing healthand wellbeing issues through expanding our volunteering programme. Thereare clear links for example between volunteering and improving physical andmental health, reducing social isolation, increasing skills and simply makingpeople feel happier. We have sought out good practice examples ofvolunteering in the heritage sector and are ready to implement newprogrammes. We have opportunities in our museums front of house, workingbehind the scenes and gardening in our open spaces to offer. Support fromMuseums Development Yorkshire has enabled us to write role descriptions andget all our policy and documentation in place, but we have lacked the resourcesto take this forward in a meaningful way and at scale.

We want to recruit new volunteers and create opportunities for enrichingexperiences. Increasing volunteering is part of our resilience plan, as well ascreating powerful advocacy tools extolling the benefits of participating in thisway to meet a range range of socio-economic outcomes.

Volunteering for young people is often difficult as they struggle to afford theexpense, covering the costs of transport to venues and refreshments can seemto outweigh the benefits of a placement. Existing perceptions of museums maycreate barriers to young people volunteering. By setting up a summer bursaryscheme, specifically designed by and for young people, we can exploreopportunities for them to get valuable work experience, we can build a mentorscheme where young people are introduced to role models within our ownorganisation and beyond and we can help them to build their CVs, ultimatelyincreasing their life chances. This would aim to build their confidence, give theman understanding of working environments and aim to increase their aspirationfor success.

To quote two young women we have worked with recently: ‘It was a day thatchanged my life. Didn’t know that then though’ and ‘Volunteering with BarnsleyMuseums has given me a pathway to the career I have always wanted’. Wehave had discussions about working in partnership with our Youth Servicesteam, and involvement in reparation schemes. The team are particularly excitedabout the opportunities our collections and sites offer for teenage boys inparticular – working with industrial collections like engines, railways and working



mills, building on the Borough’s remarkable industrial heritage.

We will create new staff roles as part and work extensively with internal andexternal partners as part of our delivery and embed the roles across our serviceto deliver innovative and inclusive programmes in our communities and in ourmuseums– focusing on the key issues facing our Borough as outlined above,and ensuring our resilience as an organisation builds whilst we do so.



Goal 5

Tell us how you plan to use our funding to contribute towards Goal five.No more than 20,000 characters.Every child and young person has the opportunity to experience the richness of the arts,museums and libraries.

We want to fuel children’s curiosity and critical ability. We want to provideopportunities for them to express themselves, use their imaginations, play andget hands on with our collections. We want to help young people to explore,understand and challenge their world through engaging with museumcollections and stories. We want to extend our reach by developing ourpartnerships across the borough – working with libraries, youth workers andother local organisations such as Grimethorpe Action Zone, a centre for youngpeople. Our previous work with these organisations has shown the differencewe can make. Our track record of working with Barnsley Youth Services andtheir Youth Support Workers gives us a critical partnership and support networkto understanding what young people want, and how we can help them toexperience the arts and culture. We are at the early stages of working withlooked after children on a pilot project at Cannon Hall Museum using newtechnology and creating new responses to collections. Our methods andevaluation will ensure that learning is shared and disseminated so that thischallenging work is successful and organisations outside of Barnsley Museumscan also learn from our experiences.

We know that child poverty is a serious issue in Barnsley – over 25% children inour Borough live in poverty. We have been inspired by Dan Jarvis MPs reporton Child Poverty and have pledged our support to make a real difference tothese children’s lives.

The report says ‘any approach to tackling child poverty will need to ensure thatchildren have access to an exceptional standard of formal education and theextracurricular activities that provide experience and inspiration to aim high.’

It’s the provision of extracurricular activities and learning opportunities that wewill focus on - hands on experiences which will provide that inspiration to aimhigh. We can support that in terms of building confidence, making a differenceto schooling, bringing in ‘experts’ and local people, and inspiring them withstories of achievements of ordinary people from our past. Igniting aspiration iskey if we are to break the cycle of poverty that is the reality for many families,and Barnsley is keen to celebrate success – as seen in our recent Best ofBarnsley art programme. As Jarvis says ‘Children should have the opportunityto meet people from Barnsley who have gone on to achieve great things. If weare to break the cycle of poverty that is the reality for many families, it isnecessary for children to understand that there are no barriers to what they canachieve. Allowing them to meet and be inspired by those who have gone beforewill help to ensure they do not set unnecessary limits on themselves. Rolemodels and mentoring are key to making this happen.’

Jarvis’s report goes on to say ‘A child who lives in a household where a parentis engaged with their school work stands a much better chance of doing well atschool. I have been a keen promoter of parents reading with children and



believe that men, in particular, should be encouraged to be role models forreading’– working directly with families is our route to deliver this. Our familylearning provision would include a focus on intergenerational learningopportunities, as well as activities which encourage parents and carers to spendtime with their children. We will encourage families by engaging with high profilefigures like local footballers to show that spending this time with your children(reading, visiting museums and undertaking arts activities) is something to bevalued. We also recognise that families come in different shapes and sizes,and our programme needs to reflect this too.

We will continue our work in schools leading to Arts Mark/Arts Awards, butfocusing this new resource on finding new ways to engage the schools digitally,providing downloadable resources online and getting our resources direct intothe classroom digitally especially in secondary schools. We know as well thatour work reaching out to local schools encourages new visits, learning andexperiences together as families at our venues. We have delivered over 275Arts Awards this year already. We have excellent data on which schoolsengage, and which don’t.

Birdwell Primary School has worked closely with Experience Barnsley Museumover the past two years. They said:

‘The staff are all extremely helpful, dedicated and enthusiastic. They have beenvery accommodating and have tailored any workshops/projects to the children’sneeds. The museum itself provides a welcoming environment for the children tolearn in. They enjoy looking at the displays and learning about the history ofBarnsley. It has helped to further their understanding of their locality and fostera sense of pride in their town. Several of our children recently loaned items tothe ‘Museum Of Me’ exhibit, which made them feel really proud and important tohave contributed to a real exhibition! Many of these children have visited themuseum with numerous relatives to show them the display. Working on the ArtsAward with the museum has given the children access to arts professionals thatthey would never normally have the chance to work with. This has motivatedand enthused them, and also allowed them to create a range of artwork of avery high quality. Working with an animator, David Bunting, and a photographer,Timm Cleasby, has inspired some of the children to continue and furtherdevelop their interest in these areas outside of school. Working alongside theseprofessionals has also allowed our staff to develop new skills, which they canthen use with future classes. Working with Timm has been particularlyinspirational for the children; as a local artist, he has raised some of thechildren’s aspirations by showing them what someone from Barnsley canachieve. With the support of the museum, we were able to set up a historygroup with several other schools from our local area. Working with otherschools allowed the children to develop their confidence and teamwork skills.They gained an insight into the role of the museum staff, and particularlyenjoyed contributing ideas towards exhibitions and activities that will be used byfuture visitors.’

Museums and Schools has made a measurable difference to the way BarnsleyMuseums has engaged with primary schools, it has enabled us to thinkdifferently about the learning experience offered to children at our venues. Wehave developed award winning hands-on educational experiences, linked to thecurriculum and designed in consultation with teachers and leading practitioners,this is embedded into the work we do. Focusing on working directly with families



in our borough is the natural next step; we know we can make a differencethrough first class cultural learning opportunities.

Our relationships and partnerships with our local schools are an essential wayto enable us to improve family life and educational attainment. Throughoutreach programmes and having a visible presence in our local communities,we can increase our connections and impact with local families. AddressingBritish Values and healthy eating is an essential and obvious focus for work inour borough to address some of the issues our population faces. Our currentschool workshop ‘Have Your Say’ introduces children to the concept ofdemocracy, of experiencing decision making and having their voice heard, acritical factor in SMSC. Our ‘Let’s Grow’ workshop explores where food comesfrom and how to cook and eat a healthy diet. These programmes have onlybeen on offer previously to primary schools, however there is huge potential,and critically a need, to expand and explore this further with families, particularlythose from the more deprived areas of our borough.

We are full of ideas on how we will make this difference – from creating virtualand touring museums to digital engagement to a dad’s club. Many familysessions are often focused at mums and toddlers, therefore giving dads,grandads, brothers, uncles and their families a safe space to create, learn andplay together can help to change perceptions and promote our agenda ofchildren being successful. With extra capacity we can deliver fun immersivelearning sessions led by our specialist learning team, working together withfamilies to develop programmes across the borough.

As previously stated, partnerships will be key to our approach. We are ready totake the Cultural Education challenge. We are in discussion with CAPE UK,Barnsley Music Hub, the Civic, Barnsley Libraries, Youth Services, local schoolsand others to establish a Local Cultural Education Partnership in Barnsley. Thiswill be critical to the legacy of the work we are all undertaking and for ourresponse to making the creative case for diversity. By working together we canbe more than the sum of our parts, joining up our efforts, enthusiasm, creativityand passion for cultural education, as well as developing a better understandingthe needs of our young people. Through robust evaluation we will be able toclearly articulate the impact of our work and safeguard its future.

We are committed to embedding the Quality Principles in our approach, and arealready working in line with many of these.



Organisation profile

How will you effectively lead and manage the programme of work that youpropose?(Please use no more than 14,000 characters)

Barnsley Museums have a strong track record of delivering high quality resultson time and on budget. We are committed to driving continuous improvementand striving for excellence is embedded at the heart of our organisational goals.We have much experience of creating value for money budgets for projects,and have experience of what it takes to deliver – we have also learnt much fromprevious projects in terms of ensuring appropriate capacity to deliver ourambition to its fullest. Our track record in complying with grant conditions isevident from previous ACE funding awards.

We have been committed to learning from our peers, and sharing our ownexperience as part of our improvement journey. The creation of “ExperienceBarnsley” in the Town Hall, led to the project being recognised in numerousnational case studies and winning the coveted LGA award for CommunityEngagement in 2013. This project was a catalyst for change. Members andSenior Managers began to recognise the value and impact of culture andheritage, leading to support for an increasingly ambitious programme ofcontinuous improvement. Barnsley now has confidence, ambition and longterm investment strategies in place to put culture at the heart of our Borough’ssuccess. We are constantly horizon scanning for opportunities to deliver ourvision, make our borough a better place to live, work and visit and to raise theprofile and improve perceptions of Barnsley, and South Yorkshire.

We will provide the additional capacity required to deliver by recruiting to ourteam (Community Heritage Curator, Community Arts Officer, Volunteer Co-ordinator, Family Learning Officer, Learning Assistant and a MarketingGraduate) embedded across our service (within our Learning, Collections andVisitor Services teams) not bolted on. This will enable a combination of directdelivery and co-ordination, alongside effective commissioning. The GroupLeader (Heritage and Arts) will take overall responsibility for the delivery of thegrant funded activity, directly leading on elements such as Business Planning,grant administration and management of specialist support for our development.Commissioning is also central to our delivery model: strengthening theresilience of local arts organisations and artists, and making use of theirexpertise and creativity for the benefit of our communities and our own learning.Staff will be recruited and goods/services procured inline with robust CouncilPolicies and Procedures. Staff posts will be recruited openly, and all servicesover £2500 are tendered.

We will draw on support and expertise throughout our organisation and beyond.Such support will include risk management, specialist project management,financial and grant administration support, procurement, legal, eventmanagement and other specialisms – this will all be in kind support. BarnsleyCouncil has strong project governance systems in place for all its externallyfunded programmes, and effective decision making and assurance processes.Self-evaluation as well as project assurance are key to how we achieve successin delivery. Delivering our Business Plan as a National Portfolio Organisation



will be one of our strategic priorities within Culture and the Visitor EconomyService.

Robust project management, with tried and tested financial management, riskmanagement, change control, monitoring and reporting systems will ensure theproject is directed and managed effectively, and ensures the Business Plan andrationale is consistently monitored. We have much experience in deliveringcomplex projects, often in challenging and evolving environments. An EqualitiesImpact Assessment will be undertaken on all key aspects of delivery and robustcustomer insight data tools such as mosaic analysis and ‘Audience Finder’ willbe utilised to identify and track engagement and to ensure activity is inclusive.Research and development of new toolkits to assess impact, as well as detailedcase studies will be central to successful delivery.

Shared learning, and shared resourcing will also play an important part in ourdelivery approach.

Over the past 2 years Sheffield, Barnsley, Rotherham and Doncaster museumleaders have met quarterly to offer peer support, share learning and specificallyto create a joint professional development programme with front of house teamsacross South Yorkshire. We are committed to work with each other and to poolour resources and expertise in a number of areas as part of our commitment tothe sector.• We will work strategically to develop partnerships and evidence needed toensure that culture and tourism is embedded in the Sheffield City Region (SCR)agenda.• Where appropriate will be share, or jointly commissioned, research, evaluationand impact assessment toolkits and we will work together to embed this acrossSCR.• There will also be opportunities to work collaboratively on trainingprogrammes.• Volunteering is another area we can collaborate. Barnsley, Doncaster,Rotherham and Sheffield both plan to develop enhanced volunteerprogrammes over the period 2018 – 2022 that supports SCR public healthstrategies and offers an efficient and connected programme that has significantsocial impact and enables change and use of resource at a strategic level.• We will share approaches to collections development and creativeprogramming, for example addressing the Creative Case for Diversity throughareas such as Protest and Activism in South Yorkshire industry and exploit anyother opportunities that arise. This approach to partnership working in SouthYorkshire will enable much more to be achieved, and enable greater strategicimpact.

We are committed to workforce and volunteer development as an organisationand this will be an important part of how we sustain our activity. The resiliencesupport we have had to date from ACE has been central to transforming ourapproach and embedding a new culture in our organisation. It’s our aim tocontinue to adapt to economic, technological, environmental and social changeby taking opportunities, managing risk and using resources effectively. We havea strong vision for our organisation, a clear investment strategy linked to ourgoals and the ambition to become an exemplar for our sector.

How will you ensure financial viability?



(Please use no more than 14,000 characters)

Barnsley Council has a strong track record of taking the lead on projects, andconsistently delivers high quality results on time and on budget. As a LocalAuthority we are in the position to ‘cash flow’ externally funded projects, andhave substantial experience of managing budgets and projects. The Councilhas also been through its major transformation and is in a stable financialposition overall.

We have much experience of creating realistic budgets for projects, and haveexperience of what it takes to deliver – we have also learnt much from previousprojects in terms of ensuring appropriate capacity to deliver our ambition to itsfullest and of supporting others through shared learning. We are also committedto delivering value for money – something we do very well. Despite an overallclimate of reducing resources we have managed to deliver more and higherquality by embracing change, with strong leadership motivating our small teamto take an innovative and create approach to financial sustainability. We haveexperience of long term, strategic planning and levering in appropriate fundingto deliver our planned work programmes, think about what we need to achievewith our communities and seek to fund our ambitions.

We have a three pronged approach to financial sustainability – earned income,levering in external investment and donations. With the support of ACE overrecent years we have developed our commercial and fundraising plans. Wehave a dedicated commercial team, who have robust plans in place to meet ourincome targets and grow our business. With the creation of the BarnsleyMuseums and Heritage Trust we are in a strong position going forward in termsof public and corporate donations. Barnsley Museums and Heritage Trust is acharity run by a board of independent Trustees who have a combined interestand wealth of experience to ensure the future of our venues. In addition to thatwe are fortunate to have the support of our Local Authority who continue toinvest in us, recognises what culture can achieve and believes in what we do.We are a resilient organisation with a clear vision and robust plans. We are alsocommitted to motivating and building the capacity of others – aligning our localartists and arts organisations, our community heritage groups and those whovolunteer to support our service with a clear strategic vision

We will also seek to involve local businesses. We have experience of securingprivate sector funding and this will be an important part of growing our activityand ensuring its legacy. Philanthropy is also at the heart of our emergingincome generation plans as culture services, working with the BarnsleyMuseums and Heritage Trust, we see exploring new ways of fundingprogrammes as integral to the learning, delivery and legacy of the work that willtake place over the period 2018-2022. We are continuing to invest capital in ourfacilities with ambitious plans for continual growth but this programme does notrely on that investment. It is key to our plans that we continue to grow ourearned income and donations to reach a point where we can deliver withoutworrying about where the next external funding is coming from.

Becoming a National Portfolio Organisation is part of our strategic plan forBarnsley Museums, securing the resources required to take us to the next leveland realise our potential for utilising arts and heritage to enact social change.As a result we believe our programme will have huge impact, engagethousands of people and improve the life chances of a generation.



However, it is also part of a greater ambition – to raise the profile and impact ofculture at City Region level and to enable a step change in the role it plays. Ourrecent application to the Great Place Scheme attracted the support of all fourSouth Yorkshire Council Chief Executives, who all expressed a commitment tomaking that happen. The creation of robust evidence and case studies willenable us to effectively advocate the case for culture at a regional level, and ourapproach and commitment to peer supported improvement will provide a meansby which this is delivered across the region. Barnsley Museums can play animportant place making role in South Yorkshire.

Our project budget details costs over the life of the programme, which includes:• Fully evaluated costs of a team of people to provide the additional capacityrequired for to achieve our vision.• Activity delivery and commissioning budgets• Digital engagement• Specialist support for audience development, fundraising and BusinessPlanning• Community exhibitions programming• Research, evaluation and toolkit development• Marketing• Equipment and Materials• Training and Development• IT costs

Full proposed budget is attached to the application.



Beneficiaries

On this screen we ask you to give us some more details about the beneficiaries your activity isaimed at, if any.

By 'beneficiaries' we mean people who are actively involved in your activity (other than the artistsor others leading the activity) by devising, creating, making, presenting or performing.

Tick here if your activity is specifically aimedat any particular age group of beneficiaries.

Tick here if your activity is specifically aimedat any identified ethnic groups as

beneficiaries.

Tick here if your activity is specifically aimedat disabled people as beneficiaries.

Tick here if your activity is specifically aimedat individuals or groups with a particular

sexual orientation identity as beneficiary.

Tick here if your activity is specifically aimedat either male, female or ‘trans* beneficiaries.



Activity location

Location details

Please tell us where your work during the period 2018-22 will mainly take place.

- If your work happens mostly within the area local to your organisation, please enter yourorganisation's own location details here. - If your work happens mostly in a specific place that is not local to your organisation, pleaseenter the details of the space or venue here. - If you work in a consortium with another organisation(s), please enter your organisation's ownlocation details and those of the consortium members. - If your work has a national remit (for example, digital work or publishing), please enter yourorganisation's own location details. - If your work involves touring, please enter your organisation's own location details and thedetails of any venues for tour dates that are confirmed or pencilled during the period 2018-22.

Using the tool below, please enter the location(s) where your activity is happening. To add alocation, click the 'Add new item' icon on the left of the screen. To add more than one location,use the 'Save and Add another' button.

Name of the venue Local authority Booking status

Borough of Barnsley Barnsley Confirmed

Barnsley Museums Barnsley Confirmed



Activity location details

Name of the venue or place (e.g. OneplaceArts Centre):

Borough of Barnsley

No postcode available: X

Local authority: Barnsley

Status of booking: Confirmed

Activity location details

Name of the venue or place (e.g. OneplaceArts Centre):

Barnsley Museums

Enter postcode: S70 2TA

No postcode available:

Local authority: Barnsley

Status of booking: Confirmed



Financial attachments

You can use the links below to upload documents. Please note that the maximum file size youcan upload is 10MB and we accept pdf, MS Word, MS Excel, MS PowerPoint and jpeg files.

DocumentType

Required?

Description Dateattached

Attachment type

Click to addattachment...

No Budget for the funding period 26/01/2017 Budget for the funding period


No Budget for next financial year 26/01/2017 Detailed budget for next financial year


No Most recent financial statements forBarnsley M...

26/01/2017 Most recent financial statements


No Most recent management accounts,BMBC

26/01/2017 Most recent management accounts



Attachment details

Description: Budget for the funding period

Financial attachment type: Budget for the funding period

Attachment details

Description: Budget for next financial year

Financial attachment type: Detailed budget for next financial year

Attachment details

Description: Most recent financial statements for BarnsleyMuseums

Financial attachment type: Most recent financial statements

Attachment details

Description: Most recent management accounts, BMBC

Financial attachment type: Most recent management accounts



Other attachments

The application form is designed to give us the information we need to come to a decision onyour application. However, you can upload supporting documents or web links in addition to anymandatory attachments we have asked for.

You can use the links below to upload documents. Please note that the maximum file size youcan upload is 10MB and we accept pdf, MS Word, MS Excel, MS PowerPoint and jpeg files.

DocumentType

Required?

Document description Dateattached

Attachment type


No Local Authority constitution 20/10/2016 Governance document



Attachment details

Document description: Local Authority constitution

Other attachment type: Governance document



Evidence of mandatory conversation

You can use the links below to upload documents. Please note that the maximum file size youcan upload is 10MB and we accept pdf, MS Word, MS Excel, MS PowerPoint, jpeg and zip files.

Document Type Required? Document Description Date Attached

Evidence of mandatoryconversation

Yes Evidence of Manda... 24/01/2017



Attachment Details

Document Description: Evidence of Mandatory Conversation



Monitoring information

We may use this information to report to the Government or to monitor the different backgroundsof people who receive grants. We will not use this information to assess your application. If youdo not know some of the information or you would prefer not to provide it, you can fill in the 'Notknown/Prefer not to answer' box. Please give the number of senior managers and members onyour management committee, board, governing body or council who are from the followinggroups.

How many members are there in seniormanagement and on your management

committee, board, governing body orcouncil?

4

Ethnicity:White: Number of ethnicity

British 4

Irish

Gypsy or Irish traveller

Any other white background

Mixed:

White and Black Caribbean

White and Black African

White and Asian

Any other Mixed/Multiple ethnic background

Asian/Asian British:

Indian

Pakistani

Bangladeshi

Chinese

Any other Asian background

Black/Black British:

African

Caribbean

Any other Black/African/Caribbean background

Other:

Arab

Prefer not to say



Age:Age Number of age

16-19

20-24

25-59 3

60-65 1

65 and over

Prefer not to say

Disability status:Disability type Number with disability

Visual impairment/Blind

Hearing impairment/Deaf

Physical impairment

Mental health

Invisible disabilities

Cognitive or learning disabilities

Not disabled 4

Prefer not to say

Gender identity:Gender Number of gender

Male (including female-to-male trans men) 2

Female (including male-to-female trans women) 2

Non-binary (for example, androgyne people)

Prefer not to say

Gender assumed to be at birth:Number of gender

Male 2

Female 2

Prefer not to say

Sexual Orientation:Sexual Orientation Number with Sexual

Orientation

Prefer not to say 4

Heterosexual

Lesbian, Gay and Bisexual

Other

Taking into account the person (or people) who take the key strategicdecisions relating to your organisation, do you consider your organisation

to be:



BME led: No

Disability led: No

Female led: No

LGBT led: No

To update any of this information please return to your applicant profile.



Declaration

Data Protection and Freedom of Information

We are committed to being as open as possible. This includes being clear about how we assessand make decisions on National portfolio organisations and how we will use your applicationform and other documents you give us. We are happy to provide you with copies of theinformation we hold about you, including our assessment of your application.

We comply with all aspects of the Data Protection Act 1998 – to find out more about how weuse your information please read our data protection policy which is available from our website.

As a public organisation we also have to follow the Freedom of Information Act 2000. We alsohave an information sheet about freedom of information. You must read the 'How we treat yourapplication under the Freedom of Information Act' section of 'How to apply' before you sign yourapplication. This information is also available from our website.

By signing this application form, you agree to the following:

1. We will use this application form and the other information you give us, including any personalinformation, for the following purposes. a) To decide whether to give you a grant. b) To provide copies to other individuals or organisations who are helping us assess andmonitor grants, including local authorities, other lottery distributors and organisations that awardgrants. After we reach a decision, we may also tell them the outcome of your application and, ifappropriate, why we did not offer you a grant. c) To hold in our database and use for statistical purposes. d) If we offer you a grant, we will publish information about you relating to the activity we havefunded, including the amount of the grant and the activity it was for. This information may appearin our press releases, in our print and online publications, and in the publications or websites ofthe Department for Culture, Media and Sport (DCMS) and any partner organisations who havefunded the activity with us. e) If we offer you a grant, you will support our work to campaign for the arts, contributing (whenasked) to important publicity activities during the period we provide funding for. You will also giveus, when asked, case studies, images and audio-visual materials that we can use to celebrateartistic excellence.

I confirm that, as far as I know, theinformation in this application is true and

correct.

X

Name: Lynn Dunning

2. You have read and understood the section 'How we treat your application under the Freedomof Information Act'. You accept how we generally plan to treat your application and other relatedinformation if someone asks to see it under the Freedom of Information Act 2000. You acceptthat the information sheet does not cover all cases, as we have to consider each request forinformation based on the situation when we get the request.

Tick this box if you consider your applicationor any supporting documentation to be

confidential information and would expect usto treat as such on receipt of a request for

information under the Freedom of Information



Act.

Please be aware that if we do receive a request for information we will contact you in the firstinstance to obtain your views on disclosing the information relating to your application and whilstwe will take on board your response above, we cannot guarantee that information will not beprovided in response to a request as we are required to approach each case individually andultimately meet our legal obligations.

3. Tick this box to confirm you meet our bankaccount requirements as set out in our Bank

Details guidance.

X

4. Tick this box if you or any individualinvolved in the delivery of this activity- hasworked for Arts Council England in the last

three years- is an Arts Council (area orNational) council member- is related to a

current member of staff or council member



Submission summary

Page Last Updated

Introduction No Input Required

Organisation details 23/11/2016

Contact information 23/11/2016

Basic details 26/01/2017

Contributing to our goals 30/11/2016

Goal 1 27/01/2017

Goal 2 27/01/2017

Goal 5 27/01/2017

Organisation profile 27/01/2017

Beneficiaries No Input Required

Activity location 24/01/2017

Financial attachments 26/01/2017

Other attachments 23/11/2016



Evidence of mandatory conversation 24/01/2017

Monitoring information 23/11/2016

Declaration 23/11/2016



BARNSLEY MBC

SUMMARY

ACCOUNTS

2015/16

SUMMARY ACCOUNTS 2015/16

2

Introduction

This summary provides details of the Authority’s spending during 2015/16 including Children & Education Services, Adult Social Care, Highways & Transport Services, Housing Services and other services. In addition, this summary identifies the funding of the Authority’s spending as well as detailing the financial position as at the end of March 2016.

Executive Director’s Statement The figures in this summary were originally compiled having regard to proper accounting practice. For the purpose of this statement, some modifications have been made to provide more meaningful information to non-technical users. A full copy of the Authority’s 2015/16 detailed accounts is available for examination on the Authority’s website (www.barnsley.gov.uk).

Financial Performance Actual net expenditure for the year was £152.5M against a budget of £175.6M, giving a total increase in balances of £23.1M. This is comprised of an increase in General Fund Balances of £22.4M and an increase in School Balances of £0.7M.

The overall increase in General Fund Balances (excluding schools) is comprised of the Authority’s total in year surplus of £46.7M, net of reserves utilised in the year totalling £24.3M. The increase in reserves (£0.7M) relating to Schools’ Balances relates to an in year surplus of £5.1M, less the use of reserves brought forward totalling £4.4M. It should be noted that a large proportion of this total ‘surplus’ does not represent spare cash as the majority of the in year surplus is a consequence of one-off events during the year and scheme / project slippage. Therefore, it has been

necessary to earmark £48.2M of this balance to fund schemes continuing to completion in the 2016/17 financial year.

The remaining balance of £16.8M, predominantly relating to one-off contributions and other events during the year, has been transferred to the Authority’s Strategic Reserves, pending further consideration of the Authority’s Medium Term Financial Strategy and ‘Future Council’ processes. The table below shows the performance of each Directorate of the Authority, reflective of the management structure.

* Consists of approved 2015/16 budget (£175.1M), Parish Precepts (£0.5M) and Reserves Utilised from 2014/15 (£28.6M).

The table below shows the movement on the General Fund Reserves in the 2015/16 financial year:

Frances Foster, CPFA, Director of Finance, Assets & Information Technology, Westgate Plaza One, Barnsley, S70 2DR

Management Accounts Year End Budget *

£000s

Actual

£000s

Over / (Under) Spend

£000s

Earmarked For 2015/16

£000s

Operational Over / (Under) Spend

£000s

People 67,298 61,822 (5,476) 9,120 3,644

Place 33,648 32,994 (654) 650 (4)

Communities 18,135 12,021 (6,114) 5,828 (286)

HRA - - - - -

Public Health 3,542 1,609 (1,933) 1,933 -

Core Services (2,365) (4,908) (2,543) 2,577 34

Corporate Budgets 83,997 48,962 (35,035) 14,849 (20,186)

Total 204,255 152,500 (51,755) 34,957 (16,798)

£000s

2015/16 Actual Net Revenue Expenditure 152,500

2015/16 Revenue Budget – Corporate Funding: (175,654)

(Increase) / Decrease in General Fund Reserves (23,154)

https://www2.barnsley.gov.uk/about-us/how-we-are-performing/annual-accounts/council-statement-of-accounts/201516


3

The Cost of the Authority’s Services

To aid comparison of Local Authorities, the financial accounts are prepared in accordance with the Service Reporting

Code of Practice which takes the management accounts of an Authority and converts these to the standard headings shown in The Comprehensive Income and Expenditure Account. This statement presents the accounting cost of running council services between April 2015 and March 2016 and identifies where the money came from to finance this cost.

* From the accounting cost of providing Council services, certain Statutory Regulations dictate that a number of reversals are applied to ensure that certain transactions are not charged to the Council Tax Payer.

Resources Used in Delivering Our Services

The chart below shows the resources consumed (not cash spent) in delivering services and includes depreciation and impairment of non current assets.

The Comprehensive Income and Expenditure Account

Gross Expenditure

Gross Income

Net Expenditure

£000s £000s £000s

Adult Social Care 74,542 (33,710) 40,832

Central Services 15,506 (6,005) 9,501

Children & Education Services 221,533 (214,826) 6,707

Cultural & Related Services 20,639 (2,472) 18,167

Environment & Regulatory Services 26,502 (9,779) 16,723

Highways & Transport Services 31,882 (4,367) 27,515

Housing Services 84,649 (84,038) 611

Housing Revenue Account 44,332 (74,788) (30,456)

Planning Services 24,307 (6,257) 18,050

Public Health 11,514 (6,839) 4,675

Net Cost of Services 555,406 (443,081) 112,325

Other Operating Income & Expenditure 98,717 (6,595) 92,122

General Grants - (61,329) (61,329)

Business Rates - (51,168) (51,168)

Council Tax (Inc. Surplus on Collection Fund) - (78,712) (78,712)

Corporate Funding - (191,209) (191,209)

(Surplus) / Deficit on Provision of Services 654,123 (640,885) 13,238

Statutory Reversals * (40,900)

Total Increase in General Fund and HRA Reserves (27,662)

Split Between:

General Fund (23,155)

Housing Revenue Account (4,507)

Revenue

Support Grant

A Government

grant paid to

councils from national taxation

to provide

funding to

operate local

services

Council Tax

Money paid by

residents as a

local tax

Business Rates

Business rates

collected by the

Authority, of which 50% is

retained. Central

Government tops

up the funding by

way of a grant

Gross

Income

Specific Grants

&

Contributions,

Fees &

Charges and Rents


4

Where Did The Money Come From?

Cash Flow

Balance Sheet

What the Authority owns, is owed and owes is shown below:

Balance Sheet 31st March 2016 £000s

Non Current Assets 1,086,664 Stock 1,221 Amounts Owed to The Authority 45,897 Amounts Owed by The Authority (1,160,590) Money in the Bank 13,392

Authority Net Worth (13,416)

Financed By: Useable Reserves 177,013

Unusable Reserves (190,429)

(13,416)

Barnsley Council received income through its Comprehensive Income & Expenditure Statement of £641 Million in 2015/16.

The largest share of this was made up of fees, charges and specific grants, totalling 71% of total income. Council Tax accounts for 12% of the total income with general grants

totalling 12%.

The retained element of business rates that the Authority received during 2015/16 equates to 4% with the remaining 1% relating to other

types of income including investment income.

Cash Flow Statement

Cash 1st April 2015 £15.220M

Cash In

£724.852M

Cash Out

(£726.680M)

Cash 31st March 2016 £13.392M

* Represents the Council’s cash balance had all issued items cleared the Authority’s bank account

and the Authority’s Short Term Deposits With Financial Institutions

£

2

3

M

Non Current Assets

Includes Land & Buildings, Council

Dwellings and Vehicles, Plant & Equipment

Amounts Owed to the Authority include

Investments and Monies in Relation to Council Tax

/ Business Rates

Amounts Owed by the Authority include Long Term Borrowing and Pension Fund Liabilities

Usable Reserves include the General Fund and HRA Balances

which are available to fund future expenditure

Unusable Reserves are not available to fund future

expenditure and include, for example, unrealised gains

following the revaluation of the Authority’s Non Current Assets


5

Capital Expenditure

Capital expenditure represents money spent by the Authority for the purposes of purchasing, upgrading or improving

assets such as buildings and roads. The distinction from revenue expenditure is that the Authority and its residents receive the benefit from capital expenditure over a longer period of time. The Authority spent £77.492M on capital investment during the year. Further details regarding the capital programme can be found on the Council’s website (www.barnsley.gov.uk).

£000s £000s Property, Plant & Equipment 32,853 Capital Grants 11,508

Council Dwellings 21,527 Third Party Contributions (Inc. S106) 1,059

Vehicles, Plant, Furniture & Equipment 3,792 Capital Receipts 11,104

Assets Under Construction 5,334 Revenue Contributions 4,218

Infrastructure Assets 11,830 Reserves -

Intangible Assets 250 Major Repairs Reserve 19,254

Heritage Assets 56 Prudential Borrowing 16,856

Non BMBC Assets 1,850 Leasing 13,493

Total 77,492 Total 77,492

Major capital expenditure during 2015/16 related to improvements in the Authority’s housing stock, the new waste disposal facility, the Jobs & Business Growth Plan and improvements to the Borough’s roads. Housing Revenue Account Council Housing - The Authority owns 18,719 dwellings, for which it charges rent. It is a legal requirement that expenditure and income relating to Local Authority housing provision be accounted for separately. During the year,

income exceeded expenditure by £4.5M. This balance has therefore been added to the Housing Reserves brought forward, resulting in a year end balance of £41.3M. The majority of this balance has been earmarked to fund further

major investment in the Authority’s housing stock in 2016/17 and beyond. The costs and income relating to the Authority’s Council housing provision are shown below:

2015/16

£000s

Income

Council House Rents (72,283)

Other Income (2,505)

(74,788)

Expenditure

Repairs & Maintenance 17,494

Supervision & Management 14,447

Depreciation & Impairment 11,397

Other Costs 995

44,333

HRA Net Cost of Services (30,455)

Other Operating Income & Expenditure 25,948

(Surplus) / Deficit for the Year (4,507)

The Authority owned the

following types and numbers of houses as at

March 2016:

Houses – 15,590 Flats – 3,129

Total – 18,719

Funded By:

http://www.barnsley.gov.uk/

Constitution Overview – Version 14 – June 2015

BARNSLEY METROPOLITAN BOROUGH COUNCIL

OVERVIEW AND MAIN PROVISIONS OF THE CONSTITUTION

1. PURPOSE OF DOCUMENT 1.1 This document gives an overview and sets out the main provisions of the

Council’s constitution as agreed by the full Council on 10th

May 2001, together with subsequent amendments introduced for example following a review in April 2005. A further update of the Council's governance arrangements was undertaken in November 2012, the implications of which are explained below.

2. OVERVIEW OF ARRANGEMENTS 2.1 The arrangements set out in the constitution are summarised in the following

sections of this document:

Arrangement Section

(a) Form and roles of the Executive (Cabinet) 3

(b) The full Council 4

(c) Arrangements for Overview and Scrutiny 5

(d) Member arrangements for Corporate Parenting and Safeguarding Children

6

(e) Area Arrangements 7

(f) Standards of Member Conduct - Arrangements for addressing Ethical Standards Issues

8

(g) Other Regulatory Functions (Planning; Licensing; and Appeals, Awards, and Standards Regulatory Boards)

9

(h) Members’ Allowances 10

(i) Arrangements for Senior Officer Appointments (Appointment Panels)

11

(j) Arrangements for Risk Management 12

(k) Access to Meetings and Information 13

(l) The Constitution 14

(m) Review Arrangements 15

(n) Availability of Constitution Documentation 16

(o) Employee Aspects 17

(p) Officer Contacts 18


2.2 More detailed aspects of the arrangements are covered in the set of

documents that comprise the remainder of the Council’s constitution. These are referred to in the appropriate sections of this document.

3. FORM AND ROLES OF THE EXECUTIVE 3.1 As agreed by the full Council on 15th February 2001, the form of executive

operating in Barnsley is that of Leader and Cabinet. On 17th December 2009 the Council adopted a revised Leader and Cabinet model, as required by the Local Government and Public Involvement in Health Act 2007. Detailed features of the Leader and Cabinet arrangement are set out below.

3.1.1 The Executive Role 3.1.2 The Cabinet is responsible for making recommendations to the full Council on

the authority’s policy and budget framework, and for the coordination and performance of Council services and functions within the agreed policy and budget framework. The Cabinet also approves proposals that fall within the definition of a Key Decision (see section 3.7 below), and which have significant implications for a number of services. Details of Cabinet’s decision-making powers are set out in the terms of reference and scheme of delegation contained in the constitution.

3.1.3 In recognition of the need to allow Cabinet to focus on strategic issues,

Council agreed to delegate executive decision-making power on more routine issues to the individual Cabinet Spokespersons with responsibility for the service concerned. Cabinet Spokespersons are therefore authorised to take decisions on all matters other than those that are:-

(a) Executive functions delegated by the Cabinet to officers of the

Council; (b) Executive functions that, subject to statute, the authority has resolved

should be reserved for determination by full Council, on the recommendation of Cabinet;

(c) Executive functions that the authority has resolved should be reserved

for determination by Cabinet meeting collectively; (d) Matters reserved by statute for determination by the full Council, or

delegated to Regulatory Boards or officers by the full Council; and

(e) Executive functions delegated to other bodies under specific statutory provisions.

3.1.4 Details of the arrangements for decision-making by individual Cabinet

Spokespersons, including relevant procedures, are included in the terms of reference and scheme of delegation referred to above.

3.1.5 In recognition of the status of the full Council as the authority’s sovereign

legislative body, the terms of reference and scheme of delegation provide for the maintenance of a “strong” full Council, by reserving principally for its determination all of those executive functions where this Council has discretion under statute to do so. However, consideration has been given to


the statutory guidance, which provides that where these functions - mainly with regard to control of pollution and other environmental protection functions -involve the preparation of a strategic policy for the Council, the draft plan or strategy should be considered in the first instance by the Cabinet.

3.1.6 The terms of reference and scheme of delegation also provide that the

responsibility for determining the scheme of delegations for functions which are, under statute, not the responsibility of the Executive, will be reserved for full Council, although the Cabinet may make recommendations to the full Council on such delegations.

3.2 Budget Virement 3.2.1 It is acknowledged that, in the absence of any delegations, full Council’s

approval is required for the formation of, and any variation to, the Council’s budget and policy framework. In view of this it is provided that, subject to the requirements of Financial Regulations, the following arrangements, determined in consultation with the Director of Finance, Property, and Information Services, will apply in respect of budget virement:

(a) The Chief Executive, Executive Directors and Directors shall have

delegated authority to vire amounts up to and including £250,000 in any one instance within a service in their respective Directorate budgets for employees, premises, supplies and services, and transport, with the exception of virements affecting expenditure on the sub headings for rates, insurances, planned maintenance, central support charges, administrative building charges, grant aided schemes, energy management, professional fees (for architects, engineers, etc.) and financing charges, subject to the Financial Regulations and the associated Code of Practice, which provide for additional exclusions.

(b) Individual Cabinet members shall have delegated authority to approve variations and virements at an unlimited amount to overall capital or

revenue programmes, provided the cost can be contained within the overall budgetary allocation for the service concerned. However, this is subject to the Financial Regulations and the associated Code of Practice, which provide for exclusions. Individual Cabinet members also have delegated authority to approve variations to overall capital or revenue programmes by the inclusion of additional schemes funded from whatever source, where that funding has been specifically provided for the scheme in question and the Council has no discretion as to the use of that funding.

(c) Cabinet shall have delegated authority to approve variations to overall

capital or revenue programmes in respect of the cost of schemes which cannot be contained within the budgetary allocation for the service concerned, except where this represents a variation to the Council’s strategy in establishing the relevant programme.

(d) Authority shall be reserved to full Council to approve variations to overall

capital or revenue programmes in respect of the cost of schemes which cannot be contained within the budgetary allocation for the


service concerned, where this represents a variation to the Council’s strategy in establishing the relevant programme.

3.2.2 As with all aspects of the constitution, virement arrangements will be subject

to periodic review. 3.3 Composition of the Cabinet 3.3.1 The Cabinet comprises the Leader of the Council plus seven additional

Members. Only elected members of the Council are eligible for membership of the Cabinet. The Cabinet is composed wholly of members of the majority party on the Council, but the membership of most other member bodies of the Council will be broadly proportionate to the political composition of the Council as a whole, as required by the Local Government and Housing Act 1989. The exemptions in relation to political proportionality are the membership of the Area Councils and Ward Alliances (see Section 7), which comprise the members for the relevant electoral wards.

3.3.2 As required by the Local Government and Public Involvement in Health Act

2007, the Council adopted in December 2009 a revised Leader and Cabinet model of executive governance. The 2007 Act requires the appointment of the Leader for a four year term (starting in May 2010), subject to review should the person appointed cease to be an elected member of the Council during the term or if they no longer command a majority of seats on the Council. The Leader of the Council therefore has responsibility for determining the arrangements for the discharge of executive functions (including the number of Cabinet Spokespersons, the distribution of services between their portfolios, and the delegation of responsibilities), and the appointment of Cabinet Spokespersons. The executive governance arrangements in place before May 2010 have largely been retained following the adoption of the revised arrangements.

3.3.3 Each member of the Cabinet has a portfolio, comprising a group of

responsibilities and services or issues in which they specialise. A Cabinet Member leads Cabinet discussions on issues relevant to his or her portfolio and takes decisions where appropriate in accordance with the delegated arrangements outlined at paragraph 3.1.3. From time to time the distribution of portfolios between Members of the Cabinet is rotated, the most recent “rotation” being in May 2013. There was a further review of the services within each portfolio in June 2014, when these were aligned to the Future Council directorates that will be operational from April 2015.

3.4 The allocation of responsibilities and services or issues to each of the

portfolios is as follows:

3.4.1 Leader of the Council To appoint the Cabinet and determine responsibility for Executive functions;

to appoint Area Council Chairs; to Chair meetings of the Cabinet; to lead on policy and budget matters; responsibility for issues relating to: Community


Strategy and Planning; Regeneration (in its broadest sense); Sub-Regional, Regional and European issues.

3.4.2 Deputy Leader of the Council To deputise for the Leader of the Council, when necessary; Responsibility for issues in the Legal and Governance Directorate relating to

Legal Services, Elections and Land Charges and the Governance support to Joint Authorities, and ceremonial aspects of the Registration Service; Issues relating to Public Health Protection, including the Core Offer to the Clinical Commissioning Group for Health Care and Health Improvement and Public Health Strategy and Advice.

3.4.3 Cabinet Spokesperson without Portfolio Responsibility for issues relating to: the training and development of Elected

Members and the provision of the necessary facilities to perform their duties effectively; Member representation on and attendance at Council bodies and outside organisations; Issues relating to the management and organisation of Cabinet business; Responsibility for issues in the Legal and Governance Directorate relating to the Governance and Member Support Unit.

3.4.4 Corporate Services Spokesperson Responsibility for issues relating to: Taxation and Benefits assessments

(including free school meals administration) and Debt Recovery; Commercial and Transactional Services including financial assessments; Accounting, Budgeting and Professional and Specialist Finance; Risk Management, Internal Audit and Corporate Fraud; Corporate Commissioning, Procurement and Contracting; Strategic asset management including acquisition and disposals; Property valuations, condition surveys and management of maintenance; Energy and Carbon management; Tenanted non-residential property management and management of PFI and BSF schools; Community asset transfers and assets of community value; Hybrid mail, parcel services and digital printing; Building support and porterage; Information Technology hardware and software development, configuration and maintenance; Application training and customer liaison/support; IT procurement; Business analysis; Council's information governance and security; Applications Management and Support (web mobile working); Human Resources Business Advisory Service, including Schools and Traded Services; Pay, Reward, Organisational Management and Talent Management; Policy, Research and Business Intelligence; Disclosure and Barring Service; Employee Wellbeing/Occupational Health Unit; Health, Safety and Emergency Resilience; Organisational Development, Policy and Performance; Performance Management Organisational and Workforce/Member Development; Change Management and Business Improvement; Support for Overview and Scrutiny; Communications, Marketing and Graphics.

3.4.5 Communities Spokesperson Responsibility for issues relating to: Customer Services/Contact Point and

Customer Feedback; Customer Services development, including Digital Strategy, web content and design; Libraries; Welfare Rights; Disable Facilities Grants/Equipment and Adaptations; Independent Living at Home Services, Day Opportunities and Supporting Living, and Carers Support; Sensory


Impairment Services; Housing Options; School Catering Services; Registration Service; Community Safety and Community Enforcement; Gypsies and travellers; Landlords; Community Safety, Domestic Violence, Victim and Witness Support; Drugs and Alcohol Service, including Prevention; Think Family, Family Intervention Services and Troubled Families; Planning Enforcement and Graffiti Removal; Area Councils and Community Engagement, including Youth Councils, Volunteering and relationship with Third Sector/Private Sector; Community Health and Wellbeing and Promoting Healthy Lifestyles; Clean and Green and Parks and Allotments.

3.4.6 Place Spokesperson Responsibility for issues relating to: Support for Business and Start Up,

Business Growth and Inward Investment; Regeneration; Worklessness, Skills and Enterprise; Adult Learning and Apprenticeships; Spatial Planning and Infrastructure, including Building Control/Development Control, SYMAS and Highways Development Control; Town Centre Management, including Town Centre Market and strategic market development; District Markets; Housing Strategy and Growth; Private Sector Housing, Affordable Housing and Contract and Client Management for Berneslai Homes; Energy and Sustainability; Culture and Visitor Economy but excluding land assets; Regulatory Services, Trading Standards/Environmental Health, including the Dog Warden service; Bereavement Services; Waste Management and Recycling; Highways and Network Management, Bridges and Footpath Maintenance; Street Lighting; Safer Roads/School Crossing Patrol strategy and operations; Drainage and Reservoirs and Flood Management; Transport, including Home to School Travel and Looked After Children and specialist transport, Transport Strategy including PTE, and Fleet Management; Street Cleansing, Litter Picking and Fly Tipping; Car Parks and Car Parking; Grounds Maintenance, Horticulture and Arboriculture.

3.4.7 People (Safeguarding) Spokesperson To act as the Designated Leader Member for Children's Services under

Section 19 of the Children Act 2004 Responsibility for issues relating to: Adult Assessment and Care

Management; Safeguarding and Social Workers; Assessment Care Planning; Self Directed Support Teams; Reviews; Emergency Duty Team; Education Welfare; Social Care and Safeguarding Quality and Standards; Children's Social Care; Quality Assurance; Access, Assessment, Care Planning and Reviews; Advocacy; Adoption and Fostering; Children's Residential and Leaving Care Service; Stronger Families.

3.4.8 People (Achieving Potential) Spokesperson Responsibility for issues relating to: Education Strategic Planning, including

School Improvement Strategy; Improvement Advisers and Brokerage; Early Years and Family Information Services; Quality of early years provision and integrated child provision for 2-3 year olds including Children’s centres; Special Educational Needs; Outdoor Education; School Admissions; School organisation and school places, including strategies for Academies and Free Schools; School Governor Services; Leaving Care Services; Integrated Youth Services.


3.5. Cabinet Support Members 3.5.1 Cabinet Spokespersons are expected to attend every meeting of the Cabinet.

However, it is recognised that they may occasionally be absent due to holidays, illness, and any unavoidable commitments that may arise in exceptional circumstances. Previously, this was provided for by the appointment of Deputy Cabinet Spokespersons, which are not permitted in their previous form by the Local Government Act 2000. The legislation does however recognise the value in Cabinet members receiving support from other designated members, and makes provision for this. Arrangements have therefore been made for the Leader of the Council to appoint a Cabinet Support Member for Cabinet Spokespersons, with the exception of the Leader and Deputy Leader of the Council.

3.5.2 This Member attends Cabinet meetings to speak on behalf of their absent

colleague to help the Cabinet in its deliberations, but is not able to vote on matters at Cabinet. Cabinet Support members receive the level of officer support consistent with performing this role from time to time. Cabinet Support members also give the Cabinet Spokesperson support in exercising their duties and act as a “sounding board” on developing issues.

3.5.3 Unlike Cabinet members, Cabinet Support members are not excluded from

membership of Scrutiny Committees, although they are expected to withdraw from any meetings where matters on which they had helped the Cabinet are under consideration. In view of their role, where Cabinet Support members have helped Cabinet on a particular matter they cannot be required by Scrutiny Committees to give evidence on those matters, nor act as a substitute for a Cabinet Spokesperson in scrutiny proceedings.

3.6 Arrangements for Cabinet meetings 3.6.1 The Cabinet meets on a fortnightly basis on Wednesday mornings and holds

other meetings as necessary. Decisions by individual Cabinet Spokespersons will be taken at meetings held specifically for the purpose, as and when required.

3.6.2 As far as possible, decision-making both by Cabinet and individual

Spokespersons will be based on consideration of written reports. All Cabinet meetings that take formal decisions will be held in public, except for those items which contain Exempt or Confidential Information as defined by Schedule 12A to the Local Government Act 1972, where Cabinet considers that it is in the public interest for those matters to be kept confidential. Meetings held by individual Spokespersons will not be open to the press or public but papers on which those decisions are based will be available for inspection, subject to the exemptions in the 1972 Act referred to above.

3.6.3 The Cabinet will occasionally meet in private in order, for example, to develop

its proactive member-lead agenda, or to allow Cabinet members to undertake preliminary soundings with colleagues on forthcoming issues. However, these meetings will be purely deliberative, to identify issues for formal consideration at a future meeting to be held in public.

3.6.4 The fortnightly frequency for formal Cabinet meetings adopted in September

2001 allows time for the Cabinet and Senior Management Team to develop strategy and corporate management at special meetings for that purpose. In


addition, the full Council approved a detailed review of the delegations to officers in October 2003 that reduced the more routine workload of collective Cabinet meetings and established, through detailed terms of reference, a more strategic focus for those meetings. There was a further review, increasing officer delegated limits, in November 2014.

3.6.5 The rules for proceedings of meetings of the Cabinet and access to papers

are set out in Section 13 of this document. 3.7 Key Decisions 3.7.1 Regulation 8 of the Local Authorities (Executive Arrangements) (Access to

Information) (England) Regulations 2012, requires each local authority to agree a definition of a “Key Decision”, based on outline guidance in the Regulations. The executive of the local authority is required to set out in a publicly available document (known in Barnsley as the 'Forward Plan') any decision falling within this definition that it is likely to take in the coming four months, as far as it is known. At least 28 days notice of a Key Decision must be given.

3.7.2 This authority has adopted the following definition of a Key Decision:

(a) Any decision relating to the approval of or variation to the Council’s budget and policy framework that is reserved in the Council’s constitution for determination by full Council on a recommendation from Cabinet, subject to the application of virement limits,

or; (b) Any decision which will result in income, expenditure, or savings, with

a gross full year effect of £500,000 or greater, whether or not the item has been included in the relevant approved budget and including the provision by the Council of loans to third parties, with the exception of: (i) decisions that are a direct consequence of implementing a

previous Key Decision, and where it was in the contemplation of members when they made the original Key Decision;

(ii) bids for funding of £500,000 or more made by the Council to

third parties, where a further report will be submitted for approval of the scheme should the bid be successful;

(iii) expenditure that is inevitable (as defined by the Director of

Legal and Governance) for the day to day provision of services (e.g. day to day supplies, payment of energy bills, etc.), provided that such expenditure was in the contemplation of members when the revenue budget was approved or is necessary to comply with the requirements of contracts won by the Council in competitive tender,

or; (c) Any decision which is likely to have a significant positive or negative

impact (e.g. in environmental, physical, social, or economic terms) on people living or working in communities in two or more wards. However, matters will not be Key Decisions simply because the result of a decision would be that work would be carried out in two or more


wards, for example following the approval of a borough-wide programme of works.

3.7.3 Detailed information on the agreed content and format of the Forward Plan,

and the procedure for its collation and distribution, is set out in the constitution.

3.8 Joint Arrangements

3.8.1 Following the passing of the Local Government Act 1985, the Council established joint arrangements for the discharge of the following functions with the other South Yorkshire District Councils (Doncaster and Rotherham MBCs, and Sheffield City Council):

South Yorkshire Archaeology Service South Yorkshire Archives Service

3.8.2 Joint committees of members from each local authority are responsible for these services. Barnsley is represented on each committee by two members of the Council.

3.8.3 In addition, the Council operates the South Yorkshire Mining Advisory Service

jointly with Doncaster and Rotherham MBCs. 3.8.6 The Council also has an Arm’s Length Housing Management Organisation

(ALMO), known as Berneslai Homes, with responsibility for the management of the Council’s housing stock. Details of the arrangements and delegated functions are set out in the constitution.

4. THE FULL COUNCIL 4.1 The full Council is the "sovereign body" within the authority and has as

substantial and as wide a role as is possible within the relevant legislation. The full Council sets the policy and budgetary framework for the authority. Detailed arrangements for the role and operation of the full Council are set out below.

4.2 Role 4.2.1 Within its terms of reference and delegations, the role of the Council is to

exercise the following competencies:-

(a) adopting and changing the constitution; (b) approving and adopting the policy framework, which shall have been

arrived at through an inclusive process involving the public and other local stakeholders, as well as councillors;

(c) approving and adopting the budget and setting the Council Tax; (d) approving any application to the Secretary of State in respect of any

housing stock transfer;


(e) subject to the urgency procedure contained in the Access to Information Procedures Rules, making decisions about any matter regarding the discharge of an executive function which is covered by the policy framework or the budget, where the Cabinet is minded to make it in a manner which will be contrary to the policy framework or contrary to/not wholly in accordance with the budget;

(f) appointing the Leader, for a four year term ; (g) agreeing and/or amending the terms of reference for Regulatory

Boards, the Audit Committee, and Scrutiny Committees, and making appointments to them;

(h) appointing representatives to outside bodies, unless the appointment

is an executive function or has been delegated by the Council - the Secretary of State advises that executives will make appointments to outside bodies in connection with functions that are their responsibility (e.g. housing, education, social services, regeneration etc.), and that all other appointments should be made by the full Council or through delegation arrangements;

(i) the adoption of the Scheme of Allowances for elected members; (j) changes in the name of the area, conferring the title of Honorary

Aldermen, or Freedom of the Borough; (k) confirming the appointment by the appropriate Appointment Panel of

the Head of Paid Service; (l) making, amending, revoking, re-enacting, or adopting bylaws, and

promoting or opposing the making of local legislation or private bills; (m) Such local choice functions and functions that cannot be undertaken

by the executive as are set out in the Local Authority (Functions and Responsibilities) (England) Regulations 2000, which the Council has decided shall be undertaken by either itself, rather than the executive, or by delegation to a Regulatory Board. These are included and shown in the terms of reference document; and

(n) all other matters which, by law, must be reserved to Council.

4.3 Membership 4.3.1 All 63 elected members of the authority sit on the full Council. 4.4 Meeting frequency/modes 4.4.1 The following meetings of the Council will be held:-

(a) Annual meeting of the Council; (b) Ordinary meetings of the Council; (c) Extraordinary meetings of the Council; and


(d) All Member Information Briefings.

4.4.2 The Annual meeting of the Council in a year where there is an ordinary election of councillors takes place within 21 days of the retirement of any outgoing councillors. In any other year, annual meetings take place on a date to be determined in May.

4.4.3 Ordinary meetings of the Council are held roughly every 8 weeks on

Thursdays with a start time of 10.30am, or such other time as the Council may determine. The Standing Orders of the Council limit to ten minutes speeches made in relation to motions and comments on minutes.

4.4.4 Extraordinary meetings of the Council will be held from time to time to

deliberate on issues that require the urgent or specific attention of the Council and shall be convened by the Mayor or, in his/her absence, the Deputy Mayor, or by one quarter of the whole number of the members of the Council, in line with the Council’s Standing Orders.

4.4.5 All Member Information Briefings enable councillors to receive presentations

on current issues affecting the Council. This might allow officers to seek the views of members informally prior to developing a policy, or to inform them of how a new policy or initiative will be implemented. Information Briefings can also help members meet their development needs, as identified by the Members’ Development Working Party. For whatever purpose the Information Briefings are arranged, they have no decision-making powers.

4.4.8 Chairing of All Member Information Briefings is determined at each individual

meeting and is not ordinarily the responsibility of the Mayor. Given that these meetings do not have formal decision-making powers, the provisions in Schedule 12 of the Local Government Act 1972 that require the Mayor to preside at meetings of the Council if present do not apply.

5. ARRANGEMENTS FOR OVERVIEW AND SCRUTINY 5.1 The overview and scrutiny functions defined in Section 21(2) of the Local

Government Act 2000 are discharged by two Scrutiny Committees, the Overview and Scrutiny Committee and the Safeguarding Services Scrutiny Committee.

5.2 Characteristics of the Scrutiny Committees 5.2.1 The Committees are defined by the following characteristics:

(a) they serve to act as promoters of the public interest; (b) they aim to enhance the accountability and transparency of the

decision- and policy-making process; (c) they have a thematic or cross-cutting view of local authority business

and other borough-wide issues; (d) they are driven by Committee members, not by Council officers; (e) they hold the executive to account (the scrutiny role);


(f) they develop and review policy (the overview role); (g) they are able to look at issues in-depth; (h) they have a holistic, wide-ranging view; and (i) they allow councillors to represent the views of the public and others

to the executive, and to ensure that these views are taken into account.

5.2.2 The Scrutiny Committees do not therefore:

(a) act to defend the Council interest over the public interest; (b) scrutinise individual decisions of quasi-judicial or regulatory bodies,

such as the Licensing Regulatory Board, development control issues, and other permissions, nor do they act as an appeal mechanism on any matter;

(c) have executive, decision-making powers; (d) have the direct advice of senior Council officers in the manner of a

traditional local government committee (although senior officers must attend Committee meetings to act as witnesses when required to do so, and must cooperate generally with the Committees' work); or

(e) Have a narrow, service based, or “departmentalist” view of local

authority business.

5.3 Role of the Scrutiny Committees 5.3.1 The Overview and Scrutiny Committee's (OSC) work programme is approved

by Cabinet. It carries out this programme through three 'Task and Finish Groups' (TFGs), which each examine specific topics and report their findings to the OSC. Each TFG usually consists of eight councillors drawn from the OSC's membership, and is chaired by a Task and Finish Group Lead.

The OSC is supported by a Safeguarding Scrutiny Committee (CSSC)

consisting of ten councillors, which keeps under review the Council's corporate performance on safeguarding issues, in respect of both children and vulnerable adults.

The Overview and Scrutiny Committee (OSC) and Safeguarding Scrutiny

Committee (CSSC) are responsible for:

(a) scrutinising key Cabinet decisions/recommendations, and exercising 'call-in' if deemed necessary;

(b) scrutinising important decisions taken by other organisations; (c) keeping a watching brief on a wide range of performance data, for the

Council and for its partners;


(d) monitoring progress against their respective work programmes, and recommending any amendments to them to Cabinet; and

(e) reporting findings and recommendations to Cabinet. The OSC is also responsible for: (a) considering Councillor Calls for Action (CCFAs), except where they

are referred to an Area Council, in which case the OSC will retain a monitoring role;

(b) receiving and considering the findings of Task and Finish Groups; (c) exercising powers on behalf of the local authority, granted under

Section 244 of the National Health Service (NHS) Act 2006, as amended under Section 190 of the Health and Social Care Act 2012, in relation to the scrutiny of health services in the borough;

(d) considering matters referred to it by the local HealthWatch

organisation or HealthWatch contractor, as set out in Part 21 of the Local Authority (Public Health, Health and Wellbeing Boards, and Health Scrutiny) Regulations 2013; and

(e) acting as the authority's designated crime and disorder scrutiny

committee, as set out in the Police and Justice Act 2006.

5.4 Powers of the Committees 5.4.1 The Committees may:

(a) refer back to Cabinet for further consideration those items on which, under the Council's constitution, Cabinet can make recommendations, but which are subject to approval by the full Council;

(b) exercise a power of “call-in” in respect of Cabinet decisions, as explained in paragraphs 5.7.1(b) and 5.7.2 below;

(c) provide comments and advice to Cabinet on current and future executive business;

(d) launch their own in-depth investigations and produce reports to

Cabinet on important policy issues. (The agreed protocol for determining the response of Cabinet to these and other issues is included in the constitution);

(e) require Cabinet members and senior Council officers to answer

questions and give evidence at their meetings. The relevant legislation provides for attendance by any officer at a Scrutiny Committee meeting when required, but it is considered appropriate within the Council’s constitution to limit this in normal circumstances to attendance by officers of appropriate seniority; and


(f) ask representatives of outside organisations to answer questions and give evidence at their meetings.

5.5 Responses to Scrutiny Committee Reports 5.5.1 The Council has a protocol on how Scrutiny Committee reports are produced,

and the timescales within which Cabinet is expected to respond to them. The protocol is included in the constitution.

5.6 Membership of the Committees 5.6.1 Membership of both Committees is proportionate to the political composition

of the Council as a whole, as required by the Local Government and Housing Act 1989. Cabinet members (but not Cabinet Support members) are excluded from membership of either Scrutiny Committee.

5.6.2 Arrangements have been made to prevent the exercise of the political whip

system inhibiting the effective operation of scrutiny. The whip of the majority party applies to scrutiny only in relation to attendance and general standards of behaviour, and does not apply to speaking, questioning, or voting at Scrutiny Committee meetings

5.6.3 Both Committees have the power to co-opt representatives of the wider

community, who are not members of the Council, which can include representatives of:- - Trade unions - Business - Community groups - The voluntary sector - Churches - Other specialist interest groups - Ordinary members of the public

5.6.4 Only those co-optees who represent the Church of England, Catholic Church,

and parents (two representatives) have voting rights, as these are specifically granted by Government legislation.

5.7 Meetings of the Scrutiny Committees 5.7.1 Both Committees meet in public, except when considering items that contain

exempt or confidential information as defined by schedule 12A to the Local Government Act 1972, where it is considered that it is in the interests of the Council to exclude the press and public.

5.7.2 All Scrutiny Committee meetings are official Council meetings, which have a

formal agenda. Minutes of Committee meetings are received by full Council as part of the Summons for ordinary Council meetings.

5.8 Rights of Scrutiny Commission Members 5.8.1 Scrutiny in Barnsley is a 'member led' process, with officers providing support

and advice as appropriate. As well as having regular opportunities to


scrutinise issues identified in the work programme, Scrutiny Committee members can also influence the Committee's agenda setting process. All non-Cabinet Members can invoke a process known as 'call-in'.

5.8.2 All Scrutiny Committee members (elected and co-opted) have the right to

place any relevant item on the agenda of the relevant Committee and have it scrutinised. They can do this by making clear what issues they wish to scrutinise when the Committees agree their work programmes at the start of each municipal year, either formally at meetings or informally by raising the issue with the Committee Chair. The relevant procedure is set out in the Council's Standing Orders.

5.8.3 All members still have the right to ask for items to be scrutinised once the

work programmes have been set. They can do this by bringing forward 'Councillor Calls for Action' under Section 119 of the Local Government and Public Involvement in Health Act 2007. This allows any elected member to refer a “local government matter” that falls within its remit to a Scrutiny Committee. Councillors can do this even if they are not a member of the relevant Committee. The Scrutiny Committees are obliged to include these ‘Calls for Action’ on their agenda, but have discretion regarding how they subsequently choose to address them. They can if they wish carry out a full investigation, and make recommendations for action. Alternatively they can decide, after preliminary discussion, to take no further action.

5.8.4 The 2007 Act defines a “local government matter” as something that:

(i) relates to the discharge of any function of the authority; (ii) affects all or part of the member’s ward, or any person who lives or

works in it; 5.8.5 The Director of Legal and Governance) will decide if specific proposals for

scrutiny or Councillor Calls for Action fall within, or are relevant to, a Committee’s terms of reference. If he or she judges that they do not, then the member(s) who have suggested the item(s) for scrutiny will be given reasons why this is the case.

5.8.6 Items accepted for scrutiny as Councillor Calls for Action will, if practicable,

be placed on the agenda for the next scheduled meeting of that Scrutiny Committee. If this is not practicable they will be placed on the agenda for the next but one scheduled meeting of that Scrutiny Committee. The Director of Legal and Governance will ensure that appropriate officer support is provided to enable the Committees to undertake a preliminary investigation of items suggested by Committee members. Following these preliminary enquiries, the Committees will decide if they wish to carry out a more extensive investigation.

5.8.7 All non-Cabinet members have a right to ask that a decision made by the

Cabinet be “called in” by a Scrutiny Committee. "Call-in" is a mechanism that prevents a decision of the executive being implemented until such time as the Scrutiny Committee has reviewed the decision made. The “call-in” procedure is explained in more detailed in the constitution.


5.8.8 Where a matter is delegated to an individual Cabinet Spokesperson for a decision, Scrutiny Committees can only call-in that decision if it has not been implemented by the time the call-in request is made.

5.9 Relationship between Scrutiny Committees and Area Councils 5.9.1 All elected members who sit on the Scrutiny Committees are also members of

an Area Council. Members can bring forward issues raised at Area Council meetings for consideration by the relevant Scrutiny Committee, including Councillor Calls for Action that are of a strategic nature or have implications for the whole borough.

5.9.2 In the course of their meetings, Area Councils may highlight issues that the

relevant Scrutiny Committee could in future investigate further from a borough-wide perspective.

5.9.3 In the course of its investigations a Scrutiny Committee may identify issues

that are of local concern, and refer these to the relevant Area Council for consideration.

6. MEMBER ARRANGEMENTS FOR CORPORATE PARENTING AND

SAFEGUARDING CHILDREN 6.1 In order to fulfil the Council’s duties in relation to Corporate Parenting and

Safeguarding Children, the Council established informal Member Panels in 2008 and 2009 respectively. These were formalised as part of the Council’s constitution in May 2012. They are aligned to, but independent of, the Council’s Overview and Scrutiny function. The Safeguarding Children Panel was disbanded in May 2015 when the remit of the then Children's Services Scrutiny Committee was broadened to cover safeguarding. The activities of the Corporate Parenting Panel are taken into account when the Scrutiny work programme is formulated.

7. AREA ARRANGEMENTS 7.1 Area Councils 7.1.1 Barnsley Council approved new governance arrangements in November

2012, to support and enable the delivery of its Corporate Plan priorities. Six Area Councils were established as Area Committees of the Executive, as defined by the Local Government Act 2000, with effect from May 2013.

7.1.2 Area Councils vary in size from two to five electoral wards, to reflect the

borough's natural communities as much as possible. The Chair of each Area Council is chosen by the Leader of the Council from amongst the members representing the relevant wards, and appointed for a period of one municipal year.

7.1.3 Each Area Council meets 6 times per year, with appropriate officer support.

Minutes are taken, approved at the following meeting, and received by full Council as appropriate. Meetings are held in public, but direct public participation is not allowed.


7.1.4 From 2014/15 Area Councils will be allocated devolved budgets on a proportionate basis, depending on their size. For example, Central Area Council (comprising five wards) will be allocated £500,000 for 2014/15, whilst Penistone Area Councils (comprising two wards) will receive £200,000. The purpose of these budgets is to provide local discretion on how borough-wide services can be enhanced or modified to meet the needs of the borough's many communities.

7.1.5 Each Area Council has drawn up an Area Plan that will set out its priorities for

the local area, which will in turn help guide members' decisions on which services the Area Council should commission from its devolved budget. Local people will have an opportunity to comment on the Area Plan whilst it is still in draft form.

7.1.6 Area Councils will monitor the performance of services they have

commissioned, to ensure they realise desired objectives and outcomes. In addition, Area Councils also scrutinise borough-wide services that are provided locally, identifying issues for attention or action.

7.2 Ward Alliances 7.2.1 Approval of the Council's new governance arrangements also created 21

'Ward Alliances', with the task of with helping realise the Council's vision of a new relationship between itself and Barnsley's communities.

7.2.2 The purpose of the Ward Alliances is to:

(a) work effectively in partnership for the benefit of the ward, its residents, and businesses;

(b) develop a vision and priorities for the ward, based on ward data,

community consultation, and local intelligence; (c) develop a ward plan to realise this vision and these priorities, and take

collective ownership to deliver that plan, using all available assets within the ward;

(d) make decisions based on consensus and oversee a Ward Alliance

Fund, as well as any other locally delegated budgets or external grant income available to the ward;

(e) make arrangements to engage and consult the wider community in

setting ward priorities and helping to deliver the Ward Plan; (f) ensure that the strengths, skills, and assets of the ward are developed

and contribute to its sustainability; and (g) develop a two way relationship with other bodies and organisations,

such as Area Councils, receiving and acting upon decisions and advice but also providing information and making recommendations.

7.2.3 Each Alliance is made up of all three elected members for the relevant ward,

plus at least six community representatives. Community representatives serve on the Alliance for a one year term, and are recruited and appointed by the


relevant three elected members. More detail on the role of community representatives is available in the constitution.

7.2.4 Each Ward Alliance is chaired and vice-chaired by an elected member. Ward

Alliances are not formal Council committees, and operate with minimum officer support. They are supported by their local 'neighbourhood networks', individuals and groups (e.g. school governors, neighbourhood watches, and local businesses) who are dedicated to improving life in their communities. More information about neighbourhood networks is included in the constitution.

7.2.5 Each Alliance has access to a Ward Alliance Fund. All Alliance members

have an equal say in deciding how to spend such monies to help the Alliance realise its Ward Plan priorities. However, projects supported by the Fund have to demonstrate an element of social responsibility and be matched by a volunteer contribution. For example, members of a local football team applying for funding to buy new equipment might give something back to the community by taking part in a local litter picking campaign, or volunteering at a community gala.

8 STANDARDS OF CONDUCT – ARRANGEMENTS FOR ADDRESSING

ETHICAL STANDARDS ISSUES

8.1 All elected members must adhere to the members' Code of Conduct, which was approved by the Council in July 2012. This includes the declaration of certain financial ('pecuniary') and other ('non-pecuniary') interests, as required by the Localism Act 2011. Any such declarations must be reported to the Council's Monitoring Officer, for inclusion in a 'Register of Members' Interests'.

8.2 More information about the types of interests members are required to

disclose is available in the constitution. Any alleged breaches of the Code can be investigated by the Council's Appeals, Awards, and Standards Regulatory Board.

8.3 Membership of the Appeals, Awards, and Standards Regulatory Board, and arrangements for meetings

8.3.1 The Appeals, Awards, and Standards Regulatory Board comprises a

minimum of 21 elected members, including at least one member from each ward wherever possible. The Board is chaired by an elected member appointed by the Council to serve for one municipal year at a time.

8.3.2 The Board operates through a system of panels, which carry out their

business in accordance with the relevant statutory provisions governing the matter that is the subject of the appeal or standards complaint. Panel meetings are held as and when required, and can be held in private if an appropriate explanation (which adheres to the relevant legislation) is provided. Membership of such panels is chosen from the Board by the Director of Legal and Governance, in consultation with the Chair of the Board.


8.3.3 Complaints about breaches of the members' Code of Conduct are first considered by the Monitoring Officer. Where it is felt that a complaint warrants further investigation, and in consultation with the Deputy Leader, an officer will be asked to undertake such an investigation and produce a report on his/her findings. The report will be submitted to a Standards Panel, which will:

(a) consider the report and, in the event that further action is considered

appropriate, arrange to hold a meeting at which the member who is the subject of the complaint is entitled to be present and heard;

(b) seek where appropriate the views of the Independent Person

(appointed in accordance with the Localism Act 2011), and take these into account before any decision is taken with regard to the allegation; and

(c) recommend appropriate action be taken in accordance with powers

available to the authority. 8.4 The Audit Committee 8.4.1 The Audit Committee’s role is to:

(a) provide independent assurance of the adequacy of the risk management framework and associated control environment;

(b) provide independent scrutiny of the authority’s financial and non-

financial performance, to the extent that it affects the authority’s exposure to risk and weakens the control environment; and

(c) to oversee the financial reporting process.

8.4.2 The Committee’s activities are driven by the requirements of internal and external audit, as well as the statutory requirements of the Accounts and Audit Regulations Plan. Detailed terms of reference are included in the constitution.

8.4.3 The Audit Committee comprises four senior elected members and five co-

opted members with a background in finance and governance. Meetings are held in public, but with some business conducted in private where to do otherwise might prejudice current investigations.

8.4.4 The Committee receive reports directly from the Executive Directors, and the

lead officer is the Head of Internal Audit and Risk Management. The three statutory officers - the Chief Executive, Section 151 Officer, and Monitoring Officer - support the Committee on an on-going basis, aided by other officers as appropriate.

9. OTHER REGULATORY FUNCTIONS 9.1 The following Regulatory Boards discharge the quasi-judicial responsibilities

that the Local Government Act 2000 requires, or enables as a matter of local choice, to be treated by the Council as non-executive functions. More detail is included in the terms of reference of each Board.


9.2 Planning Regulatory Board

9.2.1 Role

The Planning Regulatory Board exercises the functions of the Council in relation to: (a) town and country planning, and development and building control, as

specified in Schedule 1 to the Local Authorities (Functions and Responsibilities) (England) Regulations 2000;

(b) highways use and regulation, as set out in Schedule 1 to the functions

of the above Regulations; (c) minerals and waste disposal planning and control; (d) matters concerning the safety of sports grounds; and (e) supervision of all land subject to reclamation that is for the time being

owned by the Council.

9.2.2 The Board also approves the delegation to officers of any of the above functions, as identified in the delegation section of the constitution.

9.2.3 Membership

The Board's membership is proportionate to the political composition of the Council as a whole, as required by the Local Government and Housing Act 1989, but also includes at least one elected member from each ward. Cabinet members are excluded from membership, with the exception of the Cabinet Spokesperson for the planning function, who may at the Council's discretion be included. However, he or she may not be Chair of the Board.

9.2.4 Public involvement

There will be provision for speeches by, or on behalf of, interested members of the public, on planning matters with a recognisable community impact. These are to be limited to one person speaking in favour and one against each relevant planning application, with speeches lasting no more than five minutes. More information is available in the constitution.

9.3 General Licensing Regulatory Board 9.3.1 Role

The Licensing Regulatory Board exercises the functions of the Council in relation to: (a) Licensing matters and licensing registrations, as set out in Schedule 1

to the Local Authorities Functions and Responsibilities (England) Regulations 2000, in relation to:-

Hackney Carriages/Private Hire Gaming Licences


Betting Track Licences Sex Establishments Waste Licences Dangerous Wild Animals Licences Nurses Agencies Licences House to House Collections (NB: This excludes matters that relate to the licensing of entertainment premises under the Licensing Act 2003, which by law must be dealt with by a separate Licensing Committee);

(b) Determination of appeals received in respect of the refusal of applications for the registration of premises for civil marriages; and

(c) Non-executive powers under control of pollution, statutory nuisance,

environmental protection, food safety regulations, and health and safety at work functions (other than as an employer).

9.3.2 The Board also approves the delegation to officers of any of the above

functions, as identified in the delegation section of the constitution.

9.3.4 Membership 9.3.5 The Board's membership is politically proportionate to the political

composition of the Council as a whole, as required by the Local Government and Housing Act 1989, but also includes at least one elected member from each ward. Cabinet members are excluded from membership, with the exception of the Cabinet Spokesperson for the licensing function, who may at the Council’s discretion be included. However, he or she may not be Chair of the Board.

9.3.6 Arrangements for meetings 9.3.7 Hearings relating to the possible suspension or revocation of a licence are

considered by a panel comprising three members of the Board, meeting as and when required.

9.3.8 Statutory requirements regarding public representation are taken into account.

9.3.9 Where the Board is acting in a quasi-judicial manner, or determining/considering the civil rights and obligations or the criminal responsibility of any person, it will follow a proper procedure that accords with the requirements of natural justice and the right to a fair hearing, as contained in Article 6 of the European Convention on Human Rights.

9.4 Statutory Licensing Regulatory Board 9.4.1 Role


The Statutory Licensing Regulatory Board exercises the Council's functions in relation to licences for liquor and entertainment premises, as set out in the Licensing Act 2003, through a system of sub-committees. The Board also monitors the operation of the Council’s Licensing Statement, established under the 2003 Act.

9.4.2 Membership The Board's membership is politically proportionate to the political composition of the Council as a whole, as required by the Local Government and Housing Act 1989, to a maximum of 15 members. Membership of the Statutory Licensing Board is drawn from that of the General Licensing Board, to reduce the complexity of these arrangements. The Board also has a system of sub-committees, each comprising three elected members, which determine individual licence applications.

9.4.3 Arrangements for meetings

9.4.4 Meetings of the sub-committees are held as and when required, depending

upon the amount of business.

9.4.5 Statutory requirements regarding public representation are taken into account.

9.4.6 Where the Board is acting in a quasi-judicial manner, or determining/considering the civil rights and obligations or the criminal responsibility of any person, it will follow a proper procedure that accords with the requirements of natural justice and the right to a fair hearing, as contained in Article 6 of the European Convention on Human Rights.

9.5 Appeals, Awards, and Standards Regulatory Board 9.5.1 Role 9.5.2 The Board exercises the functions of the Council in relation to appeals,

awards, and standards, as set out in its terms of reference.

9.5.3 These include responsibilities delegated by the Council relating to education, social services, discipline (excluding Executive Directors, for whom separate arrangements apply), performance in employment (capability), incapacity due to sickness or industrial injury, and grievances. The Board can also investigate alleged breaches of the member's Code of Conduct.

9.5.4 Appeals for admission to schools are not dealt with by the Regulatory Board but by Independent Panels established specifically for that purpose, as required by the relevant Education Acts.

9.5.5 Membership 9.5.6 The Board operates on a panel system. Panels will be formed from the Board,

which itself comprises a minimum of 22 members (at least one elected member per ward, plus any other non-executive members who express an interest). Cabinet members may not be members of the Board.


9.5.7 The precise arrangements made to deal with appeals and other matters, and the composition of the relevant panel, will vary according to the type of appeal or other issue being dealt with. A schedule containing a breakdown of these arrangements is included in the constitution.

9.5.8 Arrangements for meetings 9.5.9 The Board, and panels, will meet as and when required. The formal status of

any panel as convened from time to time is that of a committee that has been established by the Council under Section 102 of the Local Government Act 1972. The membership of the committee is not fixed and the composition on each occasion when it sits as a Panel is determined by the Director of Legal and Governance, who has delegated powers to select members of the Board to constitute any such Panel as appropriate.

9.6 Meetings may be held in public, but given their personal nature most are held in private where necessary, within the terms of the relevant legislation.

9.6.1 Where the panels of the Board are acting as a tribunal, or determining/ considering the civil rights and obligations or the criminal responsibility of any person, they will follow a proper procedure that accords with the requirements of natural justice and the right to a fair hearing, as contained in Article 6 of the European Convention on Human Rights.

10. MEMBERS’ ALLOWANCES 10.1 The Local Government Act 2000 requires the Scheme of Members’

Allowances to be reviewed by an Independent Panel. The Council must have regard to the Panel’s recommendations in setting the Scheme. The current scheme of Members’ Allowances is included in the constitution.

11. ARRANGEMENTS FOR SENIOR OFFICER APPOINTMENTS 11.1 Under the Local Government Act 2000, Cabinet may not make officer

appointments. Those appointments that require member involvement are made by Appointment Panels, in accordance with the provisions in the Council’s Standing Orders.

11.2 Role of Appointment Panels 11.2.1 Appointment Panels will undertake appointments to the posts of Chief

Executive, Executive Directors, and Directors. 11.3 Membership/Structure of Appointment Panels 11.3.1 The Appointment Panel for the appointment of a Chief Executive will

comprise the Leader (as Chair of the Panel), and all other Cabinet members and such other members of the Council as is necessary to achieve political proportionality.

11.3.2 For the appointment of Executive Directors and Assistant Chief Executives,

the Appointment Panels will comprise the relevant Cabinet Spokesperson (as Chairperson), the Cabinet Support Member to that Spokesperson, two other Cabinet members, and such other members of the Council as is necessary to


achieve political proportionality but including the Chair of the relevant Scrutiny Committee.

11.3.3 Any appointment made by the Panel to the post of Head of Paid Service

(Chief Executive) must be reported to the full Council for confirmation. Any other appointments made will be subject to consultation with Cabinet members prior to confirmation, in line with the requirements of mandatory standing orders.

11.3.4 The individual membership of appointment panels will vary according to the

nature of the appointment. The formal status of any panel as convened from time to time is a committee that has been established by the Council under Section 102 of the Local Government Act 1972. The membership of the committee is not fixed and the composition on each occasion when it sits as a panel is determined by the Director of Legal and Governance, who has delegated powers to select members to constitute any such panel as appropriate.

11.3.5 In exceptional cases where it is necessary to hold a disciplinary hearing in

respect of any member of the Senior Management Team, a Panel would be constituted on a similar basis. In the case of the Head of the Paid Service, Monitoring Officer, and Chief Financial Officer, the formal provisions of the Local Government (Standing Orders) Regulations 1993, which require any such panel to have regard to the recommendation of an Independent Person, also apply.

12. ARRANGEMENTS FOR RISK MANAGEMENT 12.1 The Council and its officers are committed to implementing risk management

policies and procedures that identify and mitigate significant strategic and operational risks, so as to maximise opportunity and minimise uncertainty.

12.2 In order to achieve this, the Council has adopted a clear Policy Statement that

includes the following requirements:

a) a high level of awareness and ownership of risk in all functions and processes of Council activity, in order to maximise opportunities and benefits whilst minimising losses;

b) all members and officers of the Council have responsibility for the

implementation of corporate governance principles, as set out in CIPFA/SOLACE guidelines, in particular Dimension 4 – Risk Management and Internal Control;

c) effective business continuity planning;

d) the inclusion of risk awareness within a Performance Assessment

Framework; and

e) the active consideration of risk in the setting of appropriate and effective policy options, service delivery methods, and budget and resource allocation, including partnership working.

12.3 These objectives will be achieved through:


a) the setting up and review of effective and efficient operational,

financial, and internal controls in the planning and delivery of services, including the control and monitoring of significant strategic and operational risks by Directorates;

b) support and encouragement regarding ownership and responsibility of

risk management activity throughout the authority;

c) provision of practical guidance and training for management in developing good management practices in relation to risk;

d) development of training schemes in risk awareness for all staff; and

e) the setting up and regular review of corporate and directorate risk

registers.

12.4 The Council’s Risk Management Policy Statement is included in the constitution.

13. ACCESS TO MEETINGS AND INFORMATION 13.1 It is expected and required that all meetings of the Council at whatever level

are open to attendance by members of the public, subject to the exceptions contained within the rules regarding instances when confidential or exempt information is to be discussed. The meanings of exempt and confidential information are explained in the constitution.

13.2 Supply of agenda etc. 13.2.1 Copies of agenda and reports are available for public inspection at Barnsley

Town Hall and on the Council's website, at least five clear days before the date of the meeting in question. Five clear days disregards the day of despatch, day of receipt, and weekends.

13.3 Availability of minutes, agenda, and reports 13.3.1 The Council makes available for public inspection copies of the minutes of

meetings, and the agenda and reports of meetings (in relation to those parts of meetings that were open to the public), for a period of six years after the date of the meeting. Documents are also available electronically on the Council’s website.

13.4 Key Decisions and Forward Plan 13.4.1 The Cabinet is required to follow procedures with regard to Key Decisions

and prepare, on a rolling four weekly basis, a Forward Plan that will cover the following 16 weeks.

13.4.2 Statutory guidance states that the Plan should contain the following

information:

(a) a short description of matters under consideration, and state when Key Decisions are expected to be taken;


(b) who is responsible for taking decisions (usually the Cabinet), and how they can be contacted;

(c) what relevant reports and background papers are available

13.4.3 The Forward Plan is updated every 28 days. It is available for inspection at the Council's offices and on its website.

13.4.4 The constitution also refers to how matters that are likely to be a Key Decision

but have not been included in the Forward Plan will be dealt with, and how any decisions may still be taken. These procedures include notification of the Chair of the relevant Scrutiny Committee.

13.4.5 In special cases of urgency there is also provision for dealing more speedily

with matters that are not included in the Forward Plan. This also involves obtaining the agreement of the relevant Scrutiny Committee Chair, or in his or her absence the agreement of the Mayor or Deputy Mayor, that the taking of the decision cannot be reasonably deferred.

13.4.6 Quarterly reports are made to the Council on any executive decisions that

have been taken under the "special urgency" proceedings in the previous three months.

14. THE CONSTITUTION 14.1 Section 37(1) of the Local Government Act 2000 requires local authorities

operating executive arrangements to prepare and keep up to date a document known as the 'constitution'. The document must include:-

(a) Such information as the Secretary of State may direct; (b) A copy of the local authority's Standing Orders; (c) A copy of the local authority's Code of Conduct for Members (Section

51 of the Act); (d) Such other information as the local authority considers appropriate.

14.2 This document, and the other documents referred to herein, are the Council’s constitution for the purposes of the Act, and include the material required by the Local Government Act 2000 (Constitutions) (England) Direction 2000

15 REVIEW ARRANGEMENTS 15.1 The constitution is reviewed and developed on an ongoing basis, and formally

reviewed at least every five years. The most recent review was completed in summer 2013.

16 AVAILABILITY OF CONSTITUTION DOCUMENT 16.1 The constitution is available for inspection by the public at the Council's

principal office, at all reasonable times and free of charge. The Constitution is also available in the borough’s public libraries and on the Council’s website.


16.2 The Council has arrangements in place to ensure that members of minority ethnic communities and people with sensory disabilities are able to access the constitution. It is therefore available in a range of formats upon request.

16.3 This summary of the constitution has also been made available and is, as far

as possible, written in plain language, to ensure the public know broadly who is responsible for which decisions made by the executive and the Council.

17. EMPLOYEE ASPECTS 17.1 The local code of conduct that applies to Barnsley MBC employees is

included in the constitution. 18. OFFICER CONTACTS

Andrew Frosdick Director of Legal and Governance Ext: 3001

Ian Turner Service Director – Governance and Member Support

Ext: 3421

Introduction final.… · Introduction National portfolio organisations The National Portfolio...

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Transcript of Introduction final.… · Introduction National portfolio organisations The National Portfolio...