To approve as a correct record the minutes of the Corporate Overview and Scrutiny Committeemeeting held on 17 September 2024.

Minutes of the meeting held 17 September were approved as an accurate record of the meeting.

To receive additional items that the Chair is of the opinion should be considered as a matter of urgency, in accordance with Section 100B (4) (b) of the Local Government Act 1972. To agree any relevant briefing notes submitted to the Committee.

There were no items of urgent business.

There were no declarations of interest.

 The Assistant Director for HR and Organisational Development presented the People Strategy to the Committee. Advising of the key themes the strategy includes and how they plan to measure success. The Committee were invited to make comments or ask questions about the strategy.

The Committee were advised that the previous strategy concluded in 2023. Things have improved since then. It was noted that Equality Diversity and Inclusion (EDI) strategy sets out the key actions around this and these are presented to the EDI Board.

The Committee were advised that they are reviewing how they recruit and retain staff. As well as reviewing what their brand is.

The Assistant Director for HR and Organisational Development advised the values of Thurrock Council have been agreed as part of the Corporate Plan. The strategic themes are detailed in the action plan and work is needed to change culture and behaviour throughout the workforce.

The Committee were advised the key strategic themes were strategic workforce planning; high performing capable and skilled organisation,

compassionate inclusive and effective leadership, develop and embed an organisational culture where morale is high. This will be developed across all members across the organisation including Trade Unions. They aim to be creative, use new functions and collaborate across the Council.  

The Committee were advised the strategic themes are due to be agreed over the next few months for it to be ready by January 2025. They are aligned with the performance framework, and they plan to measure success through staff survey, digital transformation, attracting and retaining talent, improved reputation, visible coaching and mentoring, visible career development and wellbeing, and reflecting the community in Thurrock’s workforce.

Members queried the Key Performance Indicators (KPI’s) and whether there is any sophistication around staff turnover being used as a measure. It was confirmed that Thurrock does review exit interviews and they also measure against similar sized Local Authorities.

Members queried how the quality of performance reviews were measured. The Committee were advised that this is reviewed at all levels and currently there is a yearly appraisal system in place, despite this it is continuous and linked to cultural shift.

Members questioned whether the strategy would be live. It was confirmed that it is aligned with the Corporate Plan, therefore the actions will evolve, however the ambitions will stand.

Members questioned whether three months was enough time to implement the strategy in January 2025. The Assistant Director for HR and Organisational Development advised she is confident it’s enough time, given her previous experience with change management.

Members questioned whether staff survey outcomes and feedback would be considered. It was confirmed it would be, and they would include Trade Union involvement to develop the plans.

The Committee were advised that one of the strengths that came from the staff survey was around salaries and management. Members queried what measure will be taken to improve the response rate for the next staff survey. It was confirmed that the response to the last survey was the average, and completion  ...  view the full minutes text for item 19.

The Assistant Director for Communications and Engagement presented the report to the Committee. Advising the Council’s communication and engagement strategy sets out corporate priorities in these areas and much of this work is led by our Communications and Engagement Team.

The Committee were advised it is a 6-month strategy with three campaigns including ‘Fresh Start’. The aim is to help residents see things through a new perspective. In addition to a pilot scheme will be rolled out reviewing neighbourhood working. As well as the rollout of cost-of-living support and changes to the winter fuel payment.

Members questioned the cost-of-living support campaign and how this will be rolled out. It was confirmed that it will be promoted via the community and voluntary sector, local venues, e-newsletters, food banks and social media. Staff will also utilise the resources of councillors to discuss with residents.

Members questioned how they will ensure the delivery of services. The Committee were advised that they would work with staff to be realistic and discuss the pressures they are facing, keep an open dialogue, along with being empathetic honest and polite.

Members commented that communication methods need to be easy to read and queried how they will respond to residents, adding that residents should be included in the strategy.

The Assistant Director for Communications and Engagement agreed that it needs to be in plain English and plans to roll out training around language used for communications.

Members stated that most strategies are online and queried how they will reach out to those who don’t use services online. It was confirmed that it depends on what is being shared and acknowledged that some groups of people are excluded. Adding that they will use a wide range of methods to reach people including leaflets and in-person opportunities to engage. They would also encourage councillors and faith leaders to advocate for residents and share information.

The Chair commented that the strategy could use a positive message of looking to the future. Adding that it starts on a negative tone and there is a lot of great things happening in Thurrock. As there are great things happening in Thurrock, more should be done to distinguish between Thurrock Council’s mistakes and Thurrock as a whole.

The Chair questioned why the Council have included wanting to speak to young people and Black and Minority Ethnic (BME) groups in the strategy. It was confirmed that there is evidence in Thurrock that these groups are underrepresented, and efforts are needed to include them.

The Assistant Director for Communications and Engagement added that they are still receiving negative comments from residents regarding Thurrock’s mishandling of public money. Therefore, felt it was necessary to acknowledge this in the strategy.

Members queried how the resident survey is promoted. It was confirmed that this is outsourced by another provider therefore Thurrock does not carry out the survey, however they make residents aware of it. They use various communications including contacting people via telephone.

 The Assistant Director for Strategy Policy Performance presented the report to the Committee. Advising that the Corporate Plan and associated performance management and assurance framework are required outcomes of the Improvement and Recovery Plan (IRP) as agreed by Council. This was endorsed by Commissioners and the government. Full Council ratified the new Corporate Plan in July 2024 which articulates the Council’s priorities, how they will be delivered and what this means for residents, businesses, and communities. The Committee were advised that the report presents the new Performance Management and Assurance Framework (PMAF) Core Policy and the milestones and metrics for year one performance monitoring.

The Committee were advised the PMAF policy sets out how to approach performance management. Including change management and routes through milestones.

The document reviews the overall direction of travel across services. The Assistant Director for Strategy Policy Performance welcomed the Committee to ask any further questions.

Members queried how personal development reviews (PDR) would demonstrate the values of integrity and collaboration. It was confirmed that this was not the job of one department, and they aim to build a system and an improved culture using the governance tools that are in place. The PDR’s consider corporate objectives and how their work contributes to the Council objectives and values. Adding that they would expect examples from individuals as to how they model the objectives and values across the organisation.

Members questioned whether the team would ensure they go through a process of procurement and contract management as well as KPI’s. It was confirmed that the team take a holistic approach, using milestones and metrics to provide a well-rounded picture.

Members questioned whether the PMAF would be subject to audit. It was confirmed that there are several roles within governance to ensure this is happening. Cabinet Members and Assistant Directors review the data and provide feedback as appropriate. In addition to this there is a role for Internal Audit.

Members questioned what assurances can be given that targets have been challenged. The Committee were advised that they have gone through question-and-answer exercises of benchmarking, nationally and locally. They have compared themselves to neighbouring local authorities. Benchmarking data can be shared.

Members questioned what new insights they had into performance training and support. The Committee were advised that the new Board sits under the central team. They review large amounts of data and review best practice, going through a robust process to identify individual skills and consider where the gaps may be. The Senior Leadership Team (SLT) have demonstrated direct responsibility and engaged with how things should look and feel. In addition to this they hold quarterly meetings to review data and performance within their directorates.

Recommendations: To endorse the PMAF.

Recommendations noted and agreed.

The work programme was noted, and it was agreed there would be a stand-alone meeting to review the budget. The Chair and Vice-Chair agreed to send an email briefing to officers prior to the budget review.

Action: O&S Officers to arrange a meeting with the Committee week commencing 28 October 2024 to discuss the upcoming budget scrutiny process and provide confirmation of the date.