Report of the Head of Enterprise Programme Management Office

The scrutiny committee received the report of the Executive Head of Strategy and Communications and Head of Enterprise Programme Management Office setting out progress on the council’s strategic framework comprising the Council Plan 2020-24 and Delivery Plan 2020-22; the Organisational Development Strategy 2020-24 and Delivery Plan; and Covid-19 Road to Renewal Plan.  Progress had last been scrutinised by members at Overview and Scrutiny Committee on 26 November 2020.

The Executive Head of Strategy and Communications, Head of Enterprise Programme Management Office and Executive Head of Human Resources and Organisational Development discussed the different strands of the framework and responded to members’ questions.  It was noted that there had been a substantial level of progress against all three plans in the last quarter, a considerable achievement by the council’s staff who had been working remotely throughout the period.

During discussions the following points were raised and additional information sought:

•           The decision around Croxley Park was showing positive benefits to the council.  It was agreed to provide information on the percentage of leases agreed which had achieved the rental prices sought and how many had been below this level.  Also, to confirm occupancy rates including whether any businesses in the park had ceased trading during the pandemic.

•           Whilst the work relating to the recommendations of the Watford and Three Rivers Task Group – which dovetailed the Council and Delivery Plans – would be carried out by officers, progress would be monitored by Overview and Scrutiny Committee.

•           It was important to scrutinise the success of the council’s sustainable transport agenda, particularly the on-demand bus service Arriva Click which had been launched at the beginning of July 2020.  Acknowledging that usage figures were not as strong as had been desired, Councillor Williams as the relevant Portfolio Holder agreed to provide figures alongside information about any subsidies paid to the operator.

•           Measures to ensure a Covid-safe High Street as lockdown eased would be kept under review.  It was important that people felt positive about coming into Watford and the use of Covid marshals had played a significant role in encouraging the observance of rules and behaviours.  The council’s environmental health officers had also been working closely with businesses to ensure compliance.

•           Councillor Martins, the council’s mental health champion, welcomed the council’s focus on the mental health of its staff, including the recent “Time to Talk” initiative between colleagues.  He encouraged the council to continue with this focus and to make open conversations between co-workers about mental health a central part of that agenda.

•           Staff continued to work from home, except where access to the town hall was required for their roles.  This mainly involved the print and post, and facilities management teams.  Strict protocols were observed for those coming into the town hall to mitigate risks.  It was suggested that consideration should be given to recognising the particular contribution of staff who had continued to work at the town hall during the pandemic.

•           Local people aged 18+ would be sought for the council’s apprenticeship scheme which was hoped to recruit six young people into the authority.  Drawing on the council’s strong links with West Herts College, it was expected that a review would be undertaken in April and, if possible to move forward, recruitment would take place in July with roles commencing in September 2021. 

•           The council undertook an annual community survey to get public feedback on its services.  Due to the difficulties of Covid, this had not taken place in 2020 however a survey was planned in the late summer/early Autumn of 2021.  In addition to the annual community survey, the council used other processes to collate feedback in order to tailor its services.  These included customer compliments and complaints.

•           The recovery from Covid would not take the form of a ‘traditional’ recovery and so the Road to Renewal plan would remain under review and would be adapted according to changing circumstances.  Further reviews would be made as the town emerged from lockdown, including approaches to mental health.

•           It was important that all businesses in the town were made aware of grants and practical advice available to them.  The communications team had maintained a high profile public information campaign, but new means of contacting businesses were continually being sought.  One option might be a direct mail approach once businesses had reopened. 

•           The BID monitored the number of businesses which had closed down, but this did not cover the whole town nor could it provide a complete picture of how many jobs had been lost.  Other information available to the council included a performance indicator around the number of empty properties and data on the number of people receiving benefits.  It was agreed to provide a comparison of the broader picture across Hertfordshire. 

•           Despite difficult trading conditions, Councillor Williams noted that new businesses were due to open on the High Street.

•           It was confirmed that as of 21 February, 26,150 people had been vaccinated in Watford.  This represented 27% of the local population as a whole or 36% of over 18s.  The council was also taking steps to overcome vaccine hesitancy, including employing a new Health Inequalities Engagement Officer dedicated to providing Covid information and reassurance.  It was noted that these activities picked up on the recommendations of the Responding to the impacts of Covid 19 on Watford’s BAME communities and street name policy review task group

RESOLVED –

that Overview and Scrutiny Committee notes:

1.          The progress updates within this report relating to:

•        the Council Plan 2020-24 and Delivery Plan 2020 -22 (Appendix A);

•        the Organisational Development Strategy 2020-24 (Appendix B); and

•        the Road to Renewal Plan (Appendix C).

2.          The significant corporate effort over the last three months that has resulted in a substantial level of progress made against all three plans.

3.          The impact of external factors on some of the areas of delivery. Where this is the case, the areas have been reviewed to reflect the current environment during Quarter 3. The focus on delivery within the life of the plans remains a corporate commitment.

4.          The Road to Renewal plan will adapt to best serve residents and businesses as the Covid-19 incident continues and develops. A review and refresh of the existing plan will be undertaken over the next quarter to ensure that it is responding to the impact of the pandemic and the arising needs of residents and businesses.

Action: Executive Head of Strategy and Communications and Executive Head of HR & Organisational Development