Agenda item

Councillor Ric Metcalfe, Portfolio Holder for Our People and Resources:

a.    presented a report to update on the Council’s current progress towards the Vision 2025 strategic plan, together with updates on each service area under the Portfolio Our People and Resources

b.    presented his report regarding activity and achievements within his portfolio, covering the following main areas:

·         The Council’s Priorities

Ø  Financial Sustainability

Ø  Revenues Shared Service

Ø  Service Performance

Ø  Welfare

Ø  Procurement

Ø  Property Services

Ø  Emergency Planning

Ø  Business Continuity

Ø  Risk Management

Ø  Corporate Health and Safety

Ø  Safety Assurance Team

Ø  Human Resources

Ø  Work Based Learning

Ø  Craft Apprenticeship Scheme

Ø  Corporate Communications and Media Relations

Ø  Civic and International Partnerships

·         Key Performance Results

Ø  Sickness levels

Ø  Measures performing below target

Ø  Measures performing above target

Ø  Measures performing within target boundary (acceptable performance)

·         Looking ahead

c.    thanked officers for their assistance with his portfolio

d.    invited committees questions and comments.

Question: Praised the work of the Civic Party and commented that the tours of the Guildhall were excellent. Could further work be done to promote the Guildhall?

Response: Gave thanks and appreciation to the Civic Party for their excellent work. The Guildhall was a huge asset to the Council and was beginning to get national recognition. The comments would be fed back to Officers and we would continue to look for ways to promote the Guildhall to residents and tourists.

Question: Commented that the work undertaken in relation to wellbeing was impressive and asked if a review of hybrid working had taken place to look at the impact that this had on staff both operationally and with regards to their wellbeing.
Response: Extensive staff consultation did take place post covid. It was not a one size fits all approach and opinions were mixed. Some more evaluation was needed to see how it was working in practice.

Question: Asked if the international partnerships could be further developed and promoted.
Response:  The international partnerships were not as active as they were previously. This would be fed back to officers to find out if there was scope for a review.

Question: Referred to the difficulties with recruitment and asked how this was being addressed.
Response: Recruitment continued to be an issue for Local Government, some vacancies were hard to fill. There was not an easy answer to address this. Discussions were taking place with neighbouring authorities to see if there was a way to collaborate. There was a long term issue with regard to pay levels and skills shortages. We would look to develop the apprenticeship scheme to concentrate on areas that were harder to recruit to.

Question: Asked if hybrid working was affecting the progress and work of the apprenticeships.
Response: Managers were required to evaluate whether a post was appropriate for homeworking and if it was in the best interest of the Council. Therefore, adverse effects on apprenticeships were not expected as the posts would be considered and evaluated by management.

Question: Asked if the effect of hybrid working on mental health would be considered as part of a review.
Response: The Corporate Management Team were mindful of the effect of homeworking on mental health. Comments on this would be fed back to the Chief Executive and Town Clerk to suggest a review of hybrid working.

Comment: Referred to some research undertaken by a recruitment agency and commented that the biggest demand from employees was flexible working and the Council needed to offer this otherwise it would lose staff.
Response: Flexible working was considered prior to  Covid-19, however, the pandemic accelerated the moved towards flexible working.

Question: Asked for an update on Devolution.
Response: Discussions were ongoing, the Unitary Authorities and County Council were pushing for Devolution. There were concerns from the District Councils about governance arrangements.

Question: Asked how the £1.75m revenue savings would be achieved.

Response: Previously the Council had found ways to make savings without affecting services or staff. Business plans would be produced and members would be engaged in the process.

Question: Commented that there was a lot of empty office space due to remote working and asked how it could be utilised.
Response: Rentable space would be utilised, a number of organisations already rent space to make City Hall a Public Service Hub and this would continue. The building was unsustainable in the long term and consideration would be given to this in the future.

Question: Asked how many landlords were signed up to the Trusted Landlord Scheme.
Response: A response would be provided following the meeting.

Question: Commented that the Councils Managed Workspaces should be used for start-up businesses and then they should be moved on to other premises. Further asked what the Councils priorities for the Managed Workspaces was.
Response: The Managed workspaces provided cheap accommodation, for businesses and weekly rents were critical for start-up businesses.

Question: Asked for an update on the Doughnut Economics event that the Leader attended.
Response: The Leader was in attendance at the conference for a short period. The conference was to convey the fundamental message about making do with less and using less of the worlds resources.

Comment: The Apprenticeship Scheme was currently poorly performing and commented that the Council needed to do better in this area.

Response: Apprenticeships were now being undertaken over an 18 month period, therefore, the numbers in the report were distorted as they were reported after 12 months.

Comment: Vacancies created stress for those that had to cover the work of the vacant post.  Stress was one of the biggest causes of sickness in the workplace.

Comment : Whilst staff were covering vacant posts they did not have time to spend with apprentices and develop their skills.

Comment: Staff were difficult to retain in Housing as staff were leaving to work for Housing Associations where they were paid considerably more.

Comment: Paying agency staff 50% more than staff wages was expensive.

Response: All of the comments were a real concern for the Council.  Vacancy levels had a knock on effect on staff and were making their work more stressful. Vacancies, staff turnover and stress were all monitored through Employee Joint Consultative Committee. Objectively the turnover of staff at the Council was not that high. Pay levels were a factor and it was an issue faced by the whole of the public sector as there were severe financial limits. The Council was reluctant to pay agency staff, but if the service was statutory, we had to employ agency staff to get the work done.

Question: Referred to the report where it  stated that “communication had  primarily been via our website and social media” and asked how information was being provided to residents who did not have access to social media.
Response: The Council remained conscious of digital exclusion and minded that not everyone used the internet. The Council reached out to them in other ways.

Question: Asked when the market would open and how many traditional market stalls there would be. Further commented that book stalls and nightwear stalls would not be considered and asked why the Council were refusing previously successful businesses.
Question: Asked why there had been a move to more food stall and less stalls that provided a service and further asked if market research had been undertaken.
Response: There was no guarantee given to previous stall holders to return to the market and to continue to trade as were previously. Everyone was found alternative place to trade. Research showed that food dominated markets were the most successful markets. The refurbished market  would open later this year, and  it would be a fantastic part of our new centre.

Question: Referred to the annual review of the Business Continuity Plan and stated that it was disappointing to see that it was not undertaken in 2022.
Response: Business Continuity was important as the Council needed to be ready for anything. This would be discussed with the relevant Officer.

Question: Referred to the staff survey and asked how the response of 55% compared to the response rate in previous years.
Response: 55% was a good response rate. The Council had highly committed and motivated staff.

Question: Asked for clarification on Legal Services Enforcement.
Response: There had been a significant increase in enforcement this year due to people presenting with very challenging behaviours. We had a small Legal Team and the enforcement was a long drawn out process.

Question: Asked if there had been a review of staff safety procedures.
Response: Health and Safety Procedures were regularly reviewed by the Health and Safety Champion and Simon Walters the nominated person from the Corporate Management Team. It was also reported to Employee Joint Consultative Committee (Health, Safety and Welfare)

RESOLVED that the content of the report and discussions held be noted