Wrthi'n llwytho
Y penderfyniadau fel y mae cofnodion y cyngor yn eu cofnodi. Bydd crynodeb mewn iaith glir yn dilyn pan fydd wedi'i ysgrifennu.
RESOLVED: 2.1 Scrutinise the Deputy Leader of the Council and Cabinet Member for Council Business in respect of matters considered and agreed by Cabinet, and key decisions taken during the period 22nd May 2025- 10th March 2026 2.2 Identify any areas arising from those matters determined within this period which Committee wish to further scrutinise, as part of revisions to the committees published work programme.
RESOLVED: 2.1 Review and scrutinise the content of the report. 2.2 Consider whether they wish to further scrutinise any parts in greater depth and require further reports in future.
In accordance with the code of conduct the following declarations were made: Councillor M Powell declared a personal interest in item 3 as his wife in an employee of the Council.
Y penderfyniad fel y'i cofnodwyd
RESOLVED: 2.1 Scrutinise the Deputy Leader of the Council and Cabinet Member for Council Business in respect of matters considered and agreed by Cabinet, and key decisions taken during the period 22nd May 2025- 10th March 2026 2.2 Identify any areas arising from those matters determined within this period which Committee wish to further scrutinise, as part of revisions to the committees published work programme.
The Service Director of Democratic Services, Welsh Language and Communications introduced the Cabinet Member Engagement Report and advised that the purpose of the report was to scrutinise matters within the portfolio holder responsible for infrastructure and investment and to ensure that the appropriate mechanisms are in place to scrutinise the Executive. The Service Director referred to the decisions listed within the report and reminded Members their questions should be directed towards those published decisions. The Chair began by recognising the importance of equality in the workforce, particularly around equal pay. Councillor Webber advised that the Council’s gender pay gap has continued to reduce over time due to nationally agreed pay awards and internal pay changes. She advised that updated figures are due to be reported to Cabinet and can be shared with the Committee in due course. A Member raised the Town and Community Council charter and welcomed the continued positive engagement between the Council and the Community Councils. Councillor Webber noted that regular communication is held with the Clerks and elected members through engagement through the shared charter forum and clerks’ meetings. She added that the Charter was seen as an important framework to strengthen collaboration and enable community councils to take on services where appropriate. The Committee asked for details included within the Human Resources Strategy including the operation of hybrid working. Councillor Webber advised that hybrid working has been successful where is is suitable for the role, offering staff the flexibility to work from home while maintaining service delivery. It was acknowledged this model does not apply to all roles, particularly frontline services. She advised of the importance of balancing flexibility with opportunities for in person working and staff wellbeing was kept under review. In relation to staff wellbeing, Members noted the range of support available to employees, including occupational health services and wellbeing initiatives. Councillor Webber stated that these were comprehensive and are valued by staff. The Committee asked about the recruitment challenges the authority faced, particularly in specialist areas such as social care, planning and enforcement. Councillor Webber outlined the steps being taken to address these challenges, including reviewing how and where vacancies are advertised and making greater use of digital platforms. Members also noted the value of “grow your own” approaches used by the Council A Member highlighted the Council’s graduate and apprenticeship schemes and their successes in attracting a significant number of new employees, members also welcomed the success of recent jobs fair, which attracted a significant number of employers and attendees. The Cabinet Member advised that the event was seen to connect residents with employment opportunities in a supportive and accessible environment. A member commented on the Public Services Ombudsman for Wales report, noting the low number of complaints relating to the Council. The member stated that whilst this was encouraging, they raised concerns about the length of time taken to conclude investigations. The Cabinet Member confirmed that officers are exploring ways to raise these concerns with the ombudsman as she agreed, the current waiting time to resolve complaints was unacceptable. A Member raised concerns about staffing pressures in certain service areas including parks and planning enforcement. It was acknowledged that vacancies and staff absence can impact service delivery. The Cabinet Member advised that she was happy to follow up specific concerns raised by the member outside of the meeting. RESOLVED: 2.1 Scrutinise the Deputy Leader of the Council and Cabinet Member for Council Business in respect of matters considered and agreed by Cabinet, and key decisions taken during the period 22nd May 2025- 10th March 2026 2.2 Identify any areas arising from those matters determined within this period which Committee wish to further scrutinise, as part of revisions to the committees published work programme.
Y penderfyniad fel y'i cofnodwyd
RESOLVED: 2.1 Review and scrutinise the content of the report. 2.2 Consider whether they wish to further scrutinise any parts in greater depth and require further reports in future.
The Director Human Resources presented the report to Members in response to a request from the Committee on the 15th December for further information in relation to the Council’s workforce pressures Members raised concerns about how data had been presented, particularly the use of percentages without accompanying staff numbers, which could be misleading in smaller teams such as Children’s Services. The Director Human Resources agreed that future reports can include additional breakdowns, including actual staff numbers and more detailed analysis to support effective scrutiny. A Member asked how Trade Unions are involved in supporting staff, particularly in relation to sickness and wellbeing. The Director Human Resources confirmed that Trade unions are regularly engaged in policy development and individual case work. The relationship was described as positive and constructive with Trade Unions providing support to staff where needed. Members queried how cases are managed where staff are fit to return to work. The Director Human Resources advised that a supportive approach is taken, which includes a phased return, reasonable adjustments and occupational health support where appropriate. He added that staff are supported to return at a pace to suit their circumstances and recovery. A Member asked how the Council is compared to other Welsh Local Authorities around sickness levels. The Director human Resources advised that RCTCBC is broadly mid-range when compared to other local authorities, however noted that comparisons are complex due to the difference in workforce size and service delivery models. Members asked whether workplace issues are contributing to sickness levels, particularly the increase in mental health related absences. The Director Human Resources advised that whilst some localised issues do arise, there is no consistent evidence of widespread workplace related causes. He highlighted that many absences are linked to external factors such as personal circumstances, cost of living pressures and family health issues. A Member asked about the Hybrid Working Policy and if this had a positive effect on staff since its implementation. The Director human Resources advised that the hybrid working arrangements were working well and supported staff wellbeing and work life balance, whilst also recognising the importance of maintaining service delivery demands and the importance of maintaining team interaction and engagement. Members highlighted the role of regular one to one meeting with staff to identify any issues staff may have early on which could escalate and become an absence from work. The Director Human Resources agreed and confirmed that managers are encouraged and trained to have open conversations with staff, although it can be challenging where individuals do not feel able to share concerns. Members asked why some roles attract very few applicants. The Director Human Resources advised that hard to fill roles are usually in specialist areas such as social care and the posts are reviewed regularly to ensure they are still relevant. He added that a range of approaches are used to attract candidates, including targeted recruitment campaigns and internal development opportunities. Members raised concerns about staff working in high stress / pressure environments such as adult social care and asked what support was in place for these staff members. The Director Human Resources confirmed that a range of support is available, including occupational health, counselling services and wellbeing tools. These services are well used and continue to be developed. Members welcomed the introduction of exit interviews and asked for more information as to how this will be progressed. The Director confirmed that a more formalised process is being developed to better capture feedback from staff leaving to identify any underlying issues. He advised Members that whilst the interviews however would be voluntary and could not be mandated. Members discussed the high proportion of absences related to mental health. The Director outlined the support that was available to all staff, including counselling, online resources and wellbeing initiatives, all of which are actively promoted through staff newsletters and regular communications. Members noted the importance of supporting staff with changing personal circumstances including age related health issues and caring responsibilities. The Director Human Resources confirmed that flexible working arrangements and wellbeing support are in place to assist staff at difference life stages. Members asked about the Councils enhanced flexible working policy that had recently been piloted and sought clarity on what is involves and hoe it is operating in practice. The Director Human Resources explained that the pilot goes beyond the Council’s current hybrid working arrangements and gives flexibility to design working patterns that suit both service delivery and individual needs. This can include flexibility around start and finish times, compressed hours and more autonomy over how working time is structured. He continued that the current pilot worked based on staff working compressed hours resulting in staff working a 9-day fortnight. He stated that the pilot was being applied in a controlled way within selected services areas to test what works effectively. He advised that early feedback has been positive, with staff reporting improved work life balance and greater ability to manage personal commitments alongside work. Managers have also reported benefits in terms of staff morale and engagement. The Director concluded that the approach mist remain service led, and not all roles are suitable for this level of flexibility, particularly those requiring a physical presence or fixed service hours. A member commented that she was pleased to see this approach being piloted having worked in this way herself for several years. The Chair thanked the officers for the comprehensive report and highlighted the potential for further exploration of social prescribing approaches as part of the Council’s wider wellbeing offer for staff. RESOLVED: 2.1 Review and scrutinise the content of the report. 2.2 Consider whether they wish to further scrutinise any parts in greater depth and require further reports in future.
None received
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