People Policy and
Transformation
Invitees:
-
Councillor Dimitri Batrouni (Leader of the Council)
-
Councillor Rhian Howells (Cabinet Member for Assets and
Infrastructure)
-
Councillor Pat Drewett (Cabinet Member for Communities and Poverty
Reduction)
-
Rhys Cornwall (Strategic Director - Corporate and
Transformation)
-
Tracy McKim (Head of People, Policy and
Transformation)
-
Janice Dent (Policy and Partnership Manager)
-
Mark Bleazard (Digital Services Manager)
-
Kevin Howells (HR & OD Manager)
-
Shaun Powell (Transformation and Intelligence Manager)
The Head of People Policy and Transformation
(HoPPT) gave an overview of the report.
The Committee asked the following:
- The Committee discussed the impact
of environmental issues, such as post-Covid-19 effects, on sickness
days. The HR & OD Manager (HRODM) explained that an increase in
sickness towards the year's end is common across industries due to
factors like mental health issues.
- The Committee asked if sharing best
practices could increase check-ins across the Council. The HRODM
advised that increased engagement and the introduction of new
behaviours and values from the People Plan led to higher check-in
rates.
- The Committee enquired about the
compilation of a comprehensive asset list. The Committee were
advised that a Strategic Asset Management Plan was in progress,
aiming to review and optimise the Council's assets for future
sustainability, and also noted the
complexity of assets due to varying degrees and leases with
external parties.
- The Committee sought insights from a
recent cyber security workshop. The HoPPT shared that the workshop
was helpful in reviewing industry standards and recovery training,
with human error being a significant risk factor.
- The Committee suggested including
tutorial videos for operating online-only Newport services. The
HoPPT advised that there has been a review into customer service
across the Council that aimed at making the website more
user-friendly, with plans to look into
troubleshooting and FAQ pages. They also clarified that this comes
under the Finance service area.
- The Committee requested an update on
the budget saving measure leading to the Civic Centre's additional
closing days. The HoPPT noted ongoing work to manage this change
effectively.
- The Committee queried whether
unsuccessful interview applicants were contacted. The HRODM
confirmed that applicants who fail at the interview stage are
contacted if they are willing to share information.
- The Committee noted confusion
regarding a figure on page 37, indicating an action due to finish
in 2027 was marked as complete. The HoPPT clarified that a stage of
the work had been completed, not the entire piece.
- The Committee suggested improvements
to the report process for clarity and to address confusion. The
Leader agreed, emphasising the need for clearer reports.
- The Committee enquired about plans
to incorporate qualities from the People Plan. The HoPPT advised
that the priority for 2024/25 is to deliver the People Plan and the
Strategic Equalities Plan, focusing on staff engagement.
- The Committee were advised of the
improvements in the HR Payroll system’s link to the Greater
Gwent (Torfaen) Pension Fund for better data transfer. The
Committee were also advised that all enquiries regarding this
should be directed to Torfaen County Borough Council, who manage
the scheme.
- The Committee asked about
compensation for home-based work. The HoPPT explained that working
from home is not mandated but a voluntary request, indicating no
compensation plan for home-based work expenses.
The Committee thanked the officers for
attending.
Finance
Invitees:
-
Rhys Cornwall (Strategic Director - Corporate and
Transformation)
-
Meirion Rushworth (Head of Finance)
-
Paul McCarthy (Benefits Manager)
-
Louise Hughes (Revenues and Benefits Team Manager)
-
Richard Leake (Service Manager Procurement and Payments)
-
Ceri Foot (Service Manager Customer Services)
The Head of Finance (HoF) gave an overview of
the report.
The Committee asked the following:
- The Committee enquired about the
junior posts within the Internal Audit Team. The HoF noted that the
junior staff members were performing well within the team.
- The Committee discussed the
potential benefits of an external public sector partnership for
auditing. The HoF emphasised that such a partnership would be
advantageous for the Council due to factors such as risk management
and access to key specialisms. It was also advised that that the
team's audit plans would be reviewed by the Governance and Audit
Committee, followed by Cabinet and Council.
- The Committee queried whether a
market supplement could be applied within the audit team. The HoF
advised that pay is a significant factor in internal hiring
decisions. The Strategic Director - Corporate and Transformation
(SD-CT) highlighted the Council's limited flexibility in pay
compared to the private sector and discussed the challenges of
relying on traineeships and apprenticeships.
- When asked if the public partnership
was similar to another arrangement, the
HoF clarified that there were various titles for the external audit
company, but they were considered external partnerships. The SD -
CT added that there were different models in public sector
partnerships, like those employed within Shared Resource Service
(SRS).
- The Committee enquired about
upgrades to the financial system, particularly forecasting assets.
The HoF advised that transactional payment services went live in
April 2024, with forecasting going live between June and July, and
the debtor’s system expected to go live in the autumn.
- The Committee questioned if the
system upgrades would be noticeable externally. The HoF assured
that while there would be changes, the standard services would be
delivered, with the internal system seeing the most
difference.
- The Committee raised concerns about
the 34% rate of Council Tax arrears collection being below the
target. The HoF explained that the performance indicators referred
to all arrears collected, not just those from a single financial
year, and that additional staff had improved arrears
collection.
- The Committee queried the use of AI
in Customer Services. The Service Manager for Customer Services
(SMCS) explained that AI would be utilised to direct issues to the
appropriate place through online forms when a customer raises an
issue. This approach aims to streamline the process of issue
resolution by ensuring that concerns are quickly forwarded to the
correct department or officer for action.
The SD - CT clarified the distinction between
robotic processes and AI. The initiatives described by the officers
were identified as robotic processes, which are rule-based systems
that automate specific tasks, allowing staff to focus on more
complex issues that require human intervention.
- The Committee enquired about
feedback received on online systems. The HoF noted that systems
capable of online interaction have been well-received.
- The Committee raised concerns about
the layout of the report and the clarity of performance indicators.
The HoF acknowledged these issues and mentioned that they are being
addressed in the new service plan.
- The Committee enquired what support
was needed for the service area. The HoF highlighted the challenge
of resource constraints across service areas but expressed
appreciation for the Committee's support. A key priority was the
recruitment of a Deputy Head of Finance to strengthen the team's
leadership and capacity.
The Committee thanked the officers for
attending.
Law and
Standards
Invitees:
-
Rhys Cornwall (Strategic Director- Corporate and
Transformation)
-
Anghard Blayney (Interim Assistant Head of Law and
Standards)
-
Jane Clarke (Registration and Coroner Services Manager)
-
Leanne Rowlands (Democratic Services and Electoral Services
Manager)
The Strategic Director (SD - CT) gave an
overview of the report.
The Committee asked the following:
- The Committee observed that check-in
targets were below the required level. The SD - CT advised of
service gaps and long-term sickness as contributing factors. The
Interim Assistant Head of Law and Standards noted a recent increase
in check-ins due to having a full team of managers in place. The
Committee also noted the low amount of sickness, with the SD - CT
highlighting that sickness within the Corporate directorate was typically low compared to
the average.
- Concerns were raised about only 58%
of Members attending Carbon Literacy training. The Committee
expressed a desire for a quarterly training record, which the
Democratic and Electoral Services Manager (DESM) confirmed would be
addressed, with the first report due in a month.
- The Committee emphasised the
importance of safety training for both Elected Members and
Community Councillors. The SD - CT advised that a session on
personal security was held in the autumn of 2023, along with a
range of online training covering personal security. The DESM noted
low uptake for Community Councillor personal safety training, with
plans to offer a further date.
- The Committee enquired about the
applicability of the lone working policy to Members. The SD - CT
clarified that the policy differs for Members since they are not
employees.
- The Committee queried the succession
planning metric, noting it was statutory work. The DESM explained
that temporary support was used to free up staff for additional
work. While the action for reviewing job descriptions was marked
complete, the Committee noted this should be an ongoing task.
- The Committee praised the ward
meetings and suggested they could support issues beyond key items
like the budget. The DESM advised that there would be two fully
supported ward meetings, with space on the agenda for other
items.
- The Committee enquired about
feedback from the 2024 elections. The DESM explained that a
lessons-learnt review would take place, and data had been shared
with the Electoral Commission. The difference in election rules
between a national and local level was noted as a challenge, with a
focus on maintaining a clear message.
- The Committee asked about the new
Coroners Court facility And were advised
it is a modern rented space in Langstone Business Park, chosen
after an extensive review of Council properties.
- The Committee enquired about the
recruitment of trainee solicitors. The Committee were advised that
the two trainees are performing well, with one contributing
significantly to the Childcare Team.
- The Committee discussed the
importance of succession planning and job description reviews
within the service area, acknowledging ongoing efforts to adapt and
improve these processes.
The Committee thanked the officers for
attending.
Conclusions
People Policy and
Transformation
- The Committee requested that
Officers explore informing Members of what assets were in their
wards and also requested a comprehensive
asset list which details what assets belong to the Council and
their status.
- The Committee recommended that
the report adopted an incremental approach to
project management, where each phase of a project transitions into
the next with clear objectives, timelines, and expected
outcomes.
- The
Committee felt that offering face-to-face exit
interviews could encourage more candid feedback, higher
participation and more consistent data collection from departing
employees.
- The Committee recommended
including specific figures and quantitative data in the reports to
clarify comments such as "highest rate in a few years" and "more
and more managers” to allow for a clearer understanding
of the trends and issues being discussed.
Finance
- The Committee recommended
strengthening the support for individuals who may not be
comfortable or able to navigate online services. This included
maintaining and, where possible expanding, resources dedicated to
face-to-face support, ensuring equal access to services regardless
of digital literacy or access to technology.
- The Committee recommended the
creation and publishing of online tutorials and troubleshooting
guides that are easily accessible. These resources should cover how
to effectively operate and navigate the Council's services and
websites, including booking forms.
Law and
Standards
- The Committee recommended that the
Flexible Working Policy and how it applies to Elected Members is
communicated and clarified.
- The Committee requested the
exploration of the possibility of providing handheld devices or
systems for Members working in the community, similar to those used for staff lone workers, and
investigate additional safety measures like GPS tracking, emergency
alert systems, or safety apps. The Committee also requested for
comprehensive updates on the application of these safety policies
and systems to ensure Members have the necessary support for
community engagement.
- The Committee asked if the WLGA
guidance on Members working with the public and engaging in
community activities could be shared to Members.