Agenda item

Agenda item

Strategic Framework Quarterly Update

Report of the Head of Enterprise Programme Management Office

Minutes:

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 25 February 2021.

            

The 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.  During discussions the following points were raised and, where relevant, additional information sought:

 

           Dementia Admiral Nurses were working with the council’s community protection team to provide support and signposting to patients and their carers to available assistance.

           Woodside sports complex: further information was sought on the plans for organisations, including the Velmurugan Trust, if they were displaced as a consequence of the Woodside redevelopment plans.

           Hospital car park: whether the council maintained some control over out-of-hours usage for the benefit of local residents experiencing parking pressures in surrounding roads.  This point had been raised at Major Projects Forum; the majority of spaces were allocated to hospital staff and visitors, however there might be an opportunity for some spaces to be made available to residents.  This question would be put to the Riverwell project team.

           Ensuring all parts of the town felt involved in the Council Plan: it was stressed that the Council Plan was for the whole borough.  Behind the work stream headlines there were a range of activities which variously impacted the town’s different wards.  In addition, there were a number of borough-wide initiatives.

           Ensuring that the Council Plan stayed on track: the Delivery Plan used a comprehensive system of tracking and reporting to ensure that progress against the different work streams was monitored effectively.  This work was the responsibility of the Enterprise Programme Management Office which provided regular reports, including to Overview and Scrutiny Committee.  The Delivery Plan intentionally ended in 2022 to enable a reassessment of the Council Plan against delivery.

           Checks on staff wellbeing during the Covid pandemic: this issue was taken extremely seriously by the council led by the Managing Director.  Line managers maintained regular contact with their teams to monitor wellbeing and ensure workloads were manageable and adequate breaks taken.  A number of anonymous surveys had been undertaken to get direct feedback from staff and to assess home office needs.  In addition, the council’s intranet had developed a series of pages dedicated to staff health and wellbeing, signposting readers to specialist help, support and good practice.  Initiatives such as Time to Talk conversations between staff had also been used to support staff working remotely.

           Appetite of staff to return to the town hall: a series of surveys had been undertaken to understand staff working preferences.  The vast majority supported a hybrid approach.  There were no plans for an immediate return to the town hall.  Individual teams would be devising agile working charters over the summer tailored to their different requirements and working practices.  The corporate view was that there were times when people needed to be in the office but this would vary between teams.  Specialist care was available to anyone with a real fear of returning to the town hall. 

           Staff productivity during the pandemic: it was agreed to research whether there were any comparative measures of staff productivity before and during the pandemic that could be reported.

           Engagement with the unions around changes to council policies: it was confirmed that unions were consulted on all policies which were being significantly reviewed.  Wider feedback was taken on board wherever possible.  Good working relations with the unions had been particularly supported by the Managing Director and regular meetings were being set up. 

           Staff exit interviews: all staff leavers were offered an exit interview with their line manager or a representative from HR.  Alternatively they could complete an online form, anonymously as required.  This information was used by HR to discern trends or concerns with particular services.

           Recognition of staff: staff were given regular thanks and feedback for their hard work during the pandemic.  Individuals going above and beyond their normal roles had received special recognition, inter alia one-off honorarium payments.  All staff had been given an extra day’s leave in the previous year, Christmas hampers and gift vouchers.  Staff also appreciated thank you letters from the Mayor and MD.

           Monitoring the success of the WENTA offer to businesses: it was agreed to return to members with some data to understand how well local companies had engaged with the business support offering.

           Reskilling training: the importance of addressing the impacts of the pandemic on individuals as well as businesses had been recognised in the council’s economic growth strategy, approved by Cabinet in June.  The council was working closely with the LEP to look at the impacts on different age groups.

 

RESOLVED –

 

that Overview and Scrutiny Committee notes:

 

1.          The progress updates within the 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.          As outlined in the original report to Cabinet (and then subsequently Overview and Scrutiny Committee) in July 2020, that the progress to date be communicated publically to our residents, with the proposal to do this in September 2021  

 

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

 

4.          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 4. The focus on delivery within the life of the plans remains a corporate commitment.

 

5.          The Road to Renewal plan will adapt to best serve residents and businesses as the Covid-19 incident continues and develops. As confirmed as part of the last update to Cabinet, a review and refresh of the existing plan has been undertaken to ensure that it is responding to the impact of the pandemic and the arising needs of residents and businesses. This will be presented to Cabinet in September 2021.

 

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

Supporting documents:

 

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