Agenda item

Transformation Board Full Report

To consider the report of the Programmes, Performance and Governance Manager, (copy enclosed).

Minutes:

The Committee considered the report of the Programmes, Performance and Governance Manager providing a final report on the scrutiny item Transformation – Learning from what we have done for Committee discussion and discussion on any action / recommendations that they would like to take forward.

 

The report provided background information to the scrutiny item and it was noted that the final report was attached at Appendix A to the report.  The final report included an analysis of the extent to which the original outcomes had been achieved, which in turn had helped identify potential learning points.  In her presentation of the report to the Committee the Programmes, Performance and Governance Manager provided further background information and highlighted a number of key points.  It was noted that section 3 of Appendix A identified areas where more work could be done to build on Transformation and Members were invited to reflect on this list and advise of any actions they wished to recommend to the Council or otherwise.

 

A debate ensued and in response to a number of comments and questions, the following information was provided:

 

·                 Staff turnover and the retention of staff had been added to the corporate risk register.  The scoring had recently reduced due to it being less of a corporate risk than it was.

 

·                 The £337,000 pot of unachievable savings relating to a mixture of commercial items which had not been achieved and strategic savings.  This had been accounted for by the Finance Team and already come forward as part of the Council’s Medium-Term Financial Strategy.

 

·                 The transformation was modelled to achieve £1m of savings and it was noted that this amount had been put together by consultants.  However, £892,940 of savings had been achieved with a variance of 12% and this related to where the Council had to add posts back into the establishment.

 

Councillor V J Bell raised a number of concerns specifically relating to residents, the District’s aging population and digitalisation of the Council.  She also highlighted concern that the staff satisfaction rates were very low.  Councillor Bell then proposed that:

 

·                 staff satisfaction surveys be carried out half yearly – with a target of 90%+ to improve staff retention as well as appointments;

 

·                 residents satisfaction surveys be carried out yearly – with a target of 75%+ (using variety of methods not just online) to improve service delivery of the Council;

 

·                 an overhaul and revamp of website be undertaken to make navigation easier for public, members and staff; including relevance of information provided (Use of plain English);

 

·                 areas of organisational deficiency be identified including where there are already staff shortages;

 

·                 balanced customer journey be promoted incorporating digital and face to face experience;

 

·                 the Council ensures agile working is always focused on customer need, balanced with the health and wellbeing of staff.

 

With permission of the Chairman, the Leader of the Council congratulated the Corporate Leadership Team for delivery of the Transformation programme and raised concern at the redundancy figures, the effect on staff and true costs.  She and other Members of the Committee referred to the Council’s staff and thanked them for the continued work they did for the Council. 

 

In response to a request for details of the number of staff employed by the Council before and after transformation, the Programmes, Performance and Governance Manager advised that she would circulate this to Members after the meeting.

 

The Chairman seconded the earlier proposal in the name of Councillor Mayes and put this to the Committee.

 

There was some discussion regarding the resident’s satisfaction survey target figure and the Programmes, Performance and Governance Manager provided explanation.  She suggested that rather than referring to specific figure this be amended to say higher than the average in Essex and the Council benchmark itself against other organisations.  This amendment was duly agreed.

 

Members were advised that the residents’ survey consisted of 40 questions and the Council would drill down into and complete detailed analysis on the results before creating a report which would be brought before the Council for consideration.  It was noted that although a good number of responses were received it was difficult to get residents to engage with the surveys.  A Member suggested that the Overview and Scrutiny Working Group should review how the Council could change surveys to increase the number of responses received.

 

The Chairman put to the Committee that this item of scrutiny be closed subject to the recommendations proposed by herself.  This was duly seconded and agreed.

 

The Chairman thanked Officers for the work they had put into the report.

 

RESOLVED

 

(i)        That the Committee receives the updated report set out at Appendix A to the report;

 

(ii)       That the Committee confirms that subject to the following items the Transformation item of business be closed and removed from the Committee Work Programme:

 

(a)             that staff satisfaction surveys be carried out half yearly – with a target of 90%+ to improve staff retention as well as appointments;

 

(b)            that resident’s satisfaction surveys be carried out yearly – with a target of 75%+ (using variety of methods not just online) to improve service delivery of the Council;

 

(c)             that an overhaul and revamp of website be undertaken to make navigation easier for public, members and staff; including relevance of information provided (Use of plain English);

 

(d)            that areas of organisational deficiency be identified including where there are already staff shortages;

 

(e)             that balanced customer journey be promoted incorporating digital and face to face experience;

 

(f)             that the Council ensures agile working is always focused on customer need, balanced with the health and wellbeing of staff.

Supporting documents: