Agenda item

To consider the report of the Head of Organisational Development.

Consideration was given to the report of the Head of Organisational Development.

At the invitation of the Chair, the Head of Organisational Development explained that the purpose of the report was to seek endorsement of the Workforce Strategy 2021-2026.  It was noted that the Council’s Organisational Development Strategy 2015 -2020 focussed strategically on preparing the Council and its workforce for transformation and change, and successfully promoted the ‘one Council’ approach, supported the transformation of the organisation in response to financial efficiency which included a review of services and the introduction of new and alternative service delivery models.

This 5-year strategy focussed on the future, integrating the Council’s vison, objectives and financial planning arrangements.  It would link service outcomes with the workforce required to deliver them and would have an on-going understanding of how the workforce should look in the future through continual review, re-alignment and measurement of how outcomes were achieved.  It would also support the workforce to transition from responding to the emergency situation in relation to the pandemic Covid-19 and act as a key lever to facilitate cultural change. 

The strategy had been developed from workforce information, staff surveys, and engagement and consultation with key stakeholders and trade unions and the suggestions that had been made had influenced the development of the strategy.  The Head of Organisational Development concluded by advising that the strategy would have an annual action plan which, would be monitored through the Corporate Leadership Team and the Corporate Overview Scrutiny Committee.

The Leader of the Labour Group referred to paragraph 2.2 of the report which stated that “the New Operating Model would introduce modern working practices, would seek to enhance employees’ working experience, maximise performance and productivity and deliver the greatest value to the organisation….” and asked whether this statement was reliable. 

He continued by explaining that the situation currently being experienced in the Planning and Building Control Sections was disgraceful.  The public were being told that the Council would become a modern local authority, with aspirations to create new housing and become a low carbon authority.  However, there were people in the County Borough complaining bitterly about the ridiculous amount of time it currently took for applications to be considered.  He requested that Corporate Leadership Team and the political Leadership implement measures to address this situation.

The Leader of the Labour Group concluded by stating that with regard to the report, he had made his comments previously at the Scrutiny Committee and supported endorsement of the recommendation.

The Leader of the Council commenced by stating that he was aware of the current situation being experienced within the service but said he believed that this was the correct strategy for the Council.  The Trade Unions had supported the strategy and had raised no reservations regarding the strategy or any other areas of the authority.  He continued by stating that he was aware that work was progressing to improve the digital service in relation to the Planning Department which would help support remote and agile working, however, this was being addressed at an operational level at present. 

The Managing Director advised that the Leader of the Labour Group had raised some important points.  There was work on-going at present with this particular service to provide support to place it on a stronger footing.  However, there were very specific circumstances in this service which had caused the issues being experienced which needed to be addressed and the situation improved.  The digital solution formed part of this measure together with the provision of support to staff to return to work. 

The Managing Director assured Members that work on-going at an operational level to improve this situation but it was important to recognise that this was one service area and this did not, therefore, signify that this was the incorrect service delivery model for the Council but meant that additional support would be required to be provided for that service during this transition period.

The Leader of the Labour Group expressed his appreciation to the Managing Director for her response but pointed out that the situation currently being experienced in section ran contrary to the report.  He urged that temporary staffing arrangements be put in place to ease the situation and address it as a matter of urgency.

The Managing Director advised that the service had employed additional agency staff but there were real challenges in obtaining staff with the required skill sets.  However, the Service Manager and senior officers were doing everything they could to address this current situation.

It was unanimously,

RESOLVED, subject to the foregoing, that the report be accepted and Option 1 be endorsed, namely that the proposed draft Workforce Strategy 2021 – 2026 be supported and endorsed.