Agenda and minutes

08/21 – APOLOGIES FOR ABSENCE AND NOTIFICATION OF SUBSTITUTES: Apologies for absence had been received from Councillor Sue Lumby and Councillor Zoe Metcalfe.

(5.30 pm)

Members to advise of any declarations of interest.

09/21 – DECLARATIONS OF INTEREST: There were no declarations of interest.

(5.30 pm)

of the meeting of 20 May 2021.

10/21 – MINUTES: The Minutes of the meeting of the Committee held on 20 May 2021 were approved as a correct record and signed by the Chair.

(Two Members voted for the minutes and there was one abstention.)

 (5.31 pm)

To determine whether to exclude the press and public during the consideration of any exempt information items.

11/21 – EXEMPT INFORMATION: Annex 1 Appendix 2 and 3 and Annex 2 to the report considered at Minute 15/21 were deemed to be exempt under paragraphs 1, 2 and 3 of Schedule 12 A to the Local Government Act 1972.  Discussion on the item was, however, held in open session.

(5.32 pm)

To consider any questions under Standing Order 27.

12/21 – PUBLIC ARRANGEMENTS – QUESTIONS: There were no questions to consider under Standing Order 27.

(5.33 pm)

The Director of Harrogate Convention Centre to submit a written report.

MATTERS DEALT WITH UNDER DELEGATED POWERS

14/21 – APPOINTMENT OF HEAD OF OPERATIONS – HARROGATE

  CONVENTION CENTRE: The Director of Harrogate Convention Centre (DHCC) submitted a written report which sought authority to commence the recruitment process for the post of Head of Operations at the Harrogate Convention Centre, on the terms outlined in the report.

The DHCC explained that the post was currently filled on a secondment basis by the Head of Culture, Tourism and Sport but that it would be beneficial for the post to be filled on a permanent basis. The report proposed advertising internally only, to ensure that the council was able to provide opportunities for anyone who had the competences to carry out a role at this level. This would also save on advertising costs initially. The DHCC advised that local government reorganisation would inevitably lead to greater challenges in attracting, recruiting and retaining high quality senior managers.

The post was one which a Member appointment panel must make. Once the post had been advertised and potential candidates shortlisted, the Harrogate Convention Centre Appointment Sub-Committee, an appointments panel of the Human Resources Committee, would be duly convened for the purpose of interviewing qualified candidates and selecting one for the role.

The DHCC then responded to Members questions, she explained that, with her experience of this industry, she was hopeful that the post could be filled by an internal candidate. If this proved to be incorrect, she would move swiftly to advertising for external candidates.

RESOLVED (UNANIMOUSLY):

That   (1) an internal recruitment process be undertaken for the post of Head of

Operations;

(2) the job description and person specification attached to the report be approved; and

(3) the recruitment costs are met from the Harrogate Convention Centre budget.

 (5.35 pm – 5.53 pm)

(D)

The Head of Organisational Development and Improvement to submit a written report.

MATTERS DEALT WITH UNDER DELEGATED POWERS

15/21 – REMUNERATION, RECRUITMENT AND RETENTION REVIEW (PAY AND REWARD) - MAINSTREAM STAFF: The Head of Organisational Development & Improvement (HofODI) submitted a written report which presented the remuneration, recruitment and retention (pay and reward) report attached at Annex A produced by the Local Government Association (LGA) in partnership with Yorkshire and Humber Employers’ Association (YHEA). The Chair welcomed Steve Walmsley of the YHEA who presented the report of behalf of the YHEA and LGA.

The report explained that in some areas of the Council recruitment and retention of staff was extremely challenging.  Over the last few years there had been a trend towards seeking employment with other public and private sector bodies in the region, not just to other local authorities.  Anecdotally it was understood that salary levels were a factor and therefore it had been agreed to undertake a review of the pay and grading structure to ensure it was fit for purpose for the future. Paragraph 5.3 of the report set out the objective of the review and paragraph 5.4 outlined that YHEA were appointed to deliver this work with certain elements being subcontracted to colleagues from the LGA. Paragraphs 6.1 and 6.2 outlined what had been included in the review and explained that the findings of the review had also been taken into account in developing the People Strategy; one of the main strategic themes of the Strategy is pay, reward and attraction. The HofODI highlighted that a new pay spine was introduced on 1 April 2019 (in response to the NJC for Local Government Services pay agreement for 2018-20).

Section 7 of the report detailed the consultation that had been undertaken with the trade unions and contained UNISON’s response. The report concluded by stating that the Council would continue to work in partnership with the trade unions throughout the implementation of the review.

Members then proceeded to discuss and debate the item and the HofODI and Mr Walmsley responded to questions. In response to a question regarding the Council’s turnover it was explained that the turnover at HBC was higher than average but not so high as to be a concern given the Council’s large number of staff and variety of areas of business. The HofODI also confirmed that this review was to be combined with the People Strategy and was planned over a two year period, however some actions were planned for immediate rollout, this included plans for market supplements and the production of a retention strategy to help to deal with key areas of concern

RESOLVED (UNANIMOUSLY):

That the actions and recommendations outlined in the report be approved.

(5.53 pm – 6.11 pm)

(D)

The Head of Organisational Development and Improvement to submit a written report.

MATTER TO BE REFERRED TO COUNCIL FOR CONSIDERATION

13/21 – REMUNERATION, RECRUITMENT AND RETENTION REVIEW (PAY AND REWARD) - SENIOR MANAGERS: The Head of Organisational Development & Improvement (HofODI) submitted a written report which presented the findings of the remuneration, recruitment and retention (pay and reward) for Senior Managers report (attached as Annex 1)produced by the Local Government Association (LGA) in partnership with Yorkshire and Humber Employers’ Association (YHEA). The report also proposed some changes to the senior management structure in order to respond to some changing requirements and needs. The Chair welcomed Steve Walmsley of the YHEA who presented the report of behalf of the YHEA and LGA.

The report set out that in recent years the Council had experienced significant challenges in recruiting and retaining senior managers and there had been a trend in senior managers seeking employment in other public or private bodies. Anecdotally it was understood that this was in part down to salary levels and therefore it had been agreed to undertake a review of the pay and grading structure to ensure it was fit for purpose for the future. Paragraph 5.3 of the report set out the objectives of the review and paragraph 5.4 outlined what the LGA, in partnership with Yorkshire and Humber Employers Association, had been asked to review.

Section 6.1 to 6.4 of the report detailed the evaluation of all senior manager posts. The scheme, attached at Annex 1 - Appendix 1, had been specifically developed for senior manager posts in local government and met the expected standards of the Commission for Equalities and Human Rights and ACAS. Mr Walmsley highlighted the job evaluation, details of which could be found in Annex 1 Appendix 2. Exempt Annex 1 Appendix 3 contained the reasons behind the proposed maintaining of the current salary level for the Director of Harrogate Convention Centre. Section 7 outlined the proposed changes to the senior management structure including the removal of the Director of Community post and the proposed changes to the ICT Manager and Shared Head of ICT with City of York Council. Section 8 gave details of the consultation with senior managers and the engagement and consultation with the trade unions, the UNISON response was contained in paragraph 8.2.

The HofODI and Mr Walmsley then responded to questions from Members.

RECOMMENDED (UNANIMOUSLY):

That   (1) the implementation of the proposed new pay and grading structure for senior managers based on the outcomes of the LGA senior manager job evaluation review as outlined in the report in Annex 1with a target date for implementation 1 July 2021 be approved;

(2) the current salary level for the Director of Harrogate Convention Centre, for the reasons outlined within the exempt paragraph to the report be approved;

(3) the revised senior management structure attached in Annex 4with a target date for implementation 1 July 2021 be approved;

(4) the in-year saving of £75k for 2021/22 is used to support delivering the objectives of the Council’s People Strategy  ...  view the full minutes text for item 15.

The Organisation and People Development Manager to submit a written report.

MATTERS DEALT WITH UNDER DELEGATED POWERS

16/21 – PEOPLE STRATEGY: The Organisational and People Development Manager (O&PDM) submitted a written report which presented the People Strategy for 2021-2023 for discussion and approval. The People Strategy adopted a focussed approach to our workforce and set out plans, ambitions and commitments to all employees across the council. The Draft People Strategy was contained within Annex A to the report.

The report set out that the People Strategy would help the Council demonstrate that the Council valued its workforce and prioritised their recruitment, retention and development. Clearly demonstrating that the Council recognised employee engagement and job satisfaction which were critical to success and maintaining a good quality of services. Paragraph 5.2 of the report outlined the key strategic themes of the strategy and paragraphs 5.3 to 5.5 explained that despite the challenges such as post–Covid uncertainty and local government reorganisation the Council was committed to delivering a strategy that set out its vision for a workforce which included having pride in the council and all that it did. The intention was to create a culture where employees were recruited, developed, supported and valued, and the Council would continue to establish itself as an employer of choice.

The report further outlined opportunities and challenges and affirmed that for the strategy to be successful delivery would primarily rest with line managers and supervisors who led, managed and supported our workforce on a daily basis. Ongoing support for the strategy would come from the Organisational and People Development Team and the Human Resources teams within Organisational Development and Improvement.  The report concluded with details of the consultation that had taken place with the trade unions and a selection of Heads of Service.

RESOLVED (UNANIMOUSLY):

That   (1) the contents of the report be noted and the People Strategy (attached at Annex A) be approved; and

(2) it be agreed that the strategy will be monitored quarterly through the Finance and Performance Management Board meetings, with an annual update on progress.

(6.35 pm – 6.52 pm)

(D)