Agenda and minutes

To approve as a correct record the Minutes of the meetings of the Commission held on 22 March 2022 and 10 May 2022.

The Minutes of the meetings held on 22 March 2022 and 10 May 2022 were approved as true and correct records and signed by the Chairman.

To receive an update on actions following the previous Commission meeting.

Members noted the updates on the actions from the previous Minutes.

To remind Members of the need to record the existence and nature of any personal, disclosable pecuniary or other registrable interests in items on the agenda, in accordance with the Members’ Code of Conduct.

There were no declarations of interest received.

To consider any petitions requiring an Officer response.

There were no petitions to be received at the meeting.

Purpose: To demonstrate a change and enhancement to our approach to supporting leadership and management development, along with a review of the appraisal that ensures connectivity to WBC values and a clear new behaviour framework. This report also connects to the current WBC Workforce Strategy.

Paula Goodwin presented a report (Agenda Item 7) concerning Effective Employee Appraisal and Management Development Update.

The Chairman noted that the report was slightly different from what was expected, which was a review of the appraisal system.

It was noted that a peer review of the HR Service had been undertaken through the Local Government Association. Although initial feedback had been very positive, further work was required to meet customer care standards.

It was highlighted that there was a very clear Workforce Strategy, which was updated in 2021. Good progress had been made in relation to delivering the strategy. For example, a training needs analysis had just been completed and had been used to develop a new corporate training programme.

Leadership and management development and aspiring managers programmes would be developed in 2022. Improvements would also be made to the coaching and mentoring framework, informed by a pilot programme introduced last year. This would have external as well as internal support.

It was noted that there was a lot of recruitment activity planned for coming months.

HR was providing additional data for Personnel Committee on a 6 monthly basis. 

A key action from the Workforce Strategy was to review the competency framework and performance management standards. An external consultant was helping to develop a behaviour framework, which would be subject to internal consultation prior to implementation. This would be used for appraisals and other performance management standards would be reviewed around the behaviour framework. Digital processes would be utilised to provide access to performance management data.

It was confirmed that the appraisal process hadn’t changed, but would be reviewed within the next 12 months. In the meantime, managers had been encouraged to ensure that staff had 1-2-1s and appraisals. New templates and associated guidance had been produced and feedback had been positive.

The target was for 90% of staff to have received an appraisal and performance had improved from 74.9% in Quarter 1 to 87.2% in Quarter 4. Further training would be rolled out to managers.

It was noted that feedback from the Staff Survey was positive.

Councillor James Cole stated that an update on appraisals to Personnel Committee in February 2022 data had highlighted considerable differences between services. He had expected that data to form the basis of the report to OSMC and asked if the differences had changed.

It was confirmed that the Quarter 4 data would be presented to the next meeting of the Personnel Committee. Also, appraisal data was circulated monthly to Operations Board. Officers were not aware that this information was required for the OSMC report.

Councillor Steve Masters asked if there was any particular service that was falling short in terms of appraisals and what support was being provided to managers. He also asked about when management training would be provided and if it was possible for aspiring managers to take part.

It was confirmed that the People Directorate had completed 83.6% of appraisals, Place 90.9% and Resources 92.5%. Managers could ask HR if  ...  view the full minutes text for item 7.

Purpose: Meeting in its capacity as West Berkshire Council’s Crime and Disorder Committee, to receive a presentation from the Building Communities Together Partnership.

Sitting as the Crime and Disorder Committee, the Commission received a presentation (Agenda Item 6) concerning the Building Communities Together Partnership (BTCP).

Nigel Lynn explained that the BTCP was the Community Safety Partnership (CSP) for West Berkshire. He highlighted the relevant legislation and the statutory partners.

The BTCP’s Terms of Reference had been reviewed in Spring 2021 to focus on core CSP duties, and to anticipate the new serious violence duties. The partnership also fulfilled the roles of the Prevent Partnership Board and the Youth Offending Team Steering Group.

In addition to its statutory partners, the BTCP also had a number of non-statutory partners.

The BTCP was accountable to:

·         Communities of West Berkshire

·         The Home Secretary

·         The Home Office

·         The Ministry of Justice

·         Safeguarding Partnership for Children and Adults

The partnerships’ objectives were confirmed as:

1.    To reduce and prevent crime

2.    To ensure that statutory responsibilities were fulfilled

3.    To identify and respond to changes in the nature, incidence and severity of crime in West Berkshire

4.    To safeguard the vulnerable

5.    To help people and communities to help each other and to engage with community safety related initiatives

The process and timescales for the annual assessment were described. The results would be used to inform the setting of partnership priorities and the Partnership Plan.

Superintendent Zahid Aziz summarised the work of the Thames Valley Police (TVP).

It was noted that there had been a slight increase in domestic abuse compared with the previous year. However, there had been a local reduction in domestic abuse during lockdown, when others areas had seen an increase. Rates had since returned to previous levels. Tackling domestic abuse was a key focus for TVP and BCTP, in terms of response, prevention and support for victims. Those at high risk of domestic abuse had received increased support and a priority for the coming year was to provide additional support for those at medium risk. It was emphasised that West Berkshire had the lowest levels of domestic abuse within Berkshire.

The Commission was informed of two trials relating to enhanced support for domestic abuse victims. One focused on continuity of care for victims and reduction in the time between the offence and the taking of statements. The other allocated a dedicated domestic abuse support officer throughout the course of any incident. Both had delivered positive outcomes, but the former was considered the most viable.

Another key focus for TVP was to ensure a robust response to county drug lines. Previously, there had been several operating in the area, Officers had engaged with drug users and street dealers to get intelligence of new activity and police operations had succeeded in quickly closing down new county drug lines.

It was explained that the BCTP had statutory duties around tackling violence against women and girls. There had been a week of action in March 2022, with 12 public engagement events, with presentations given to around 400 people.  Also, officers involved in policing the night-time economy were given enhanced  ...  view the full minutes text for item 8.

Purpose: To present information provided to the Task and Finish group  appointed by OSMC to review the customer journey, including context and background information relating to the Council’s out of hours provision.

Carolyn Richardson presented a report (Agenda Item 8) concerning customer journey for the Council’s out of hours emergency service.

It was explained that the report provided an overview of the services and included officers’ recommendations – the Task Group had requested additional before making their own recommendations to OSMC.

Officers had welcomed the opportunity to reflect on the current arrangements and the reasons why things were done in certain ways. The report set out the history of the service and the process through which the customer engaged with the service.

It was explained that calls were handled by a contractor rather than the in-house call centre. Calls to the service had dropped slightly during the pandemic, but there were typically around 800 calls per year to the service. Very little negative feedback had been received and any issues were easily dealt with in conjunction with the contractor. Officers also highlighted refinements to processes on an ongoing basis.

It was stressed that the service provided an emergency response for a limited number of services and it did not replicate normal daytime Council services. The service dealt with situations that could cause serious issues if they were not addressed quickly, and allowed for escalation in the event of a major incident.

The service was led by an out of hours manual, to which all services contributed.  It was noted that issues had arisen in the past when services did had not provided updates, but generally it worked well.

Officers had already identified a number of potential improvements, and the Task Group had started to identify a further set of recommendations, which would be developed further in due course.

Councillor Adrian Abbs noted that the report’s appendix referred to 593 calls per year rather than 800 calls.

Councillor Tony Linden noted that the Council had been in existence since 1974, but had changed name when it took on additional functions upon the demise of Berkshire County Council. In relation to page 80 of the report, he noted that Thames Valley Fire Control did an excellent job in terms of call handling. He noted that there had been a lot of false fire alarms triggered on commercial properties, so responses had been scaled back. Overall, he considered that the Out of Hours Service did an excellent job.

Councillor Jeff Brooks welcomed the inclusion of the schematic on page 68 which showed what the service did and did not cover. He noted that the report indicated that the out of hours service was ‘adequate’. He had previously called the service when customers had been trapped in the Kennet Centre car park, but there had been nobody available from the Car Parks Team. He asked if processes had been improved following that event. He also asked if secret shopper exercises were carried out by external users to test the service.

Carolyn Richardson indicated felt that the service did a good job. She stated that the service was not there to make decisions, but to follow the  ...  view the full minutes text for item 9.

Purpose: To agree Terms of Reference and Membership for any Task and Finish Groups that Overview and Scrutiny Management Commission may wish to appoint to undertake in-depth scrutiny reviews:

(1)     Fees and Charges Task and Finish Group - To agree Terms of Reference for a Task and Finish Group to consider further options in relation to charging for West Berkshire Council’s services and the potential to increase levels of income.

(2)     Other Task and Finish Groups.

The Chairman stated that OSMC had agreed to set up a Task and Finish Group to look at fees and charges and invited comments on the draft Terms of Reference provided in the agenda.

Councillor Jeff Brooks noted that the focus was on increasing fees and levying additional charges. He felt this was inappropriate during when there was a cost of living crisis, and suggested that this could be picked up by the media. He suggested that the Council should consider reducing its fees and charges where they were found to be higher than other local authorities. He indicated that he was not prepared to vote for the terms of reference in its current form.

Councillor Tony Linden indicated that he was open to reducing fees and charges if appropriate. He acknowledged the need to be sensitive to the points raised by Councillor Brooks, but noted that the Council’s financial situation may be difficult depending on the settlement from Government.

Councillor Abbs suggested that the Terms of Reference should refer to the value of the services provided.

The Chairman agreed that the point of the review should not just be about bringing in more money, but accepted that the wording of the terms of reference could be interpreted in this way. He proposed that the first paragraph should end after ‘…West Berkshire Council services’.

Councillor Abbs indicated that Part 2 should make reference to the value of the new services to be delivered through the new Leisure Strategy.

Councillor Brooks noted that page 124 referred to considering opportunities for new and increased fees and charges and asked that the wording be softened  throughout the terms of reference.

It was suggested that OSMC should delegate to the Principal Policy Officer to amend the wording in consultation with the Chairman and Vice Chairman, with the revised wording to be circulated to OSMC Members for comment.

Councillor Claire Rowles noted that the terms of reference referred to increasing fees and charges and identifying additional funding streams throughout. The Chairman suggested that there was nothing wrong with identifying additional revenue streams if they were valid.

It was noted that the terms of reference already made reference to affordability and value for money.

Sarah Clarke highlighted that the original report on fees and charges had suggested a review of:

·         new proposals for planning income;

·         fee income arising from the Leisure Strategy; and

·         other opportunities for commercial charging in the Place Directorate.

She indicated that OSMC could broaden the scope of the review in light of the current economic climate.

Councillor Brooks indicated that the current Terms of Reference included aspects that were not in the original report. He did not think that the objective of this review should be to find more revenue in order to help next year’s budget.

The Chairman stated that OSMC was being proactive in informing the setting of fees and charges for the next financial year and the recommendations may be for increases or decreases, but he hoped they would  ...  view the full minutes text for item 10.

Purpose: To receive updates from the Chairmen of Task and Finish Groups appointed by the Overview and Scrutiny Management Commission.

It was noted that this item had been covered as part of Agenda Item 8.

Purpose: To receive an update from the Chairman of the Health Scrutiny Committee.

Councillor Claire Rowles presented the update on the work of the Health Scrutiny Committee (Agenda Item 11).

The Committee had held a special meeting on 23 May 2022 to receive an update on the development proposals for the Royal Berkshire Hospital. The meeting also considered Councillor Macro’s motion to Council on 17 March 2022 regarding the hospital redevelopment. Officers’ recommendations had been rejected, so the matter would be referred back to Council. In addition, the Committee considered an update on the Royal Berkshire NHS Foundation Trust Strategy refresh. The meeting had been attended by Alison Foster (Programme Director for Building Berkshire Together), Andrew Statham (Director of Strategy), Sally Moore (Head of Communications and Engagement) and Tom Broadfoot (Communications and Engagement Officer). It was noted that there had been some press coverage about a potential new site for the hospital, which picked up on a comment made by one Member at the meeting. It was stressed that this was not the Council’s position. It was noted that the next meeting would be on 14 June 2022.

Purpose: To advise the Commission of items to be considered by West Berkshire Council Executive from 1 April to 31 July 2022 and to decide whether to review any of the proposed items prior to the meeting indicated in the Plan.

The Commission considered the West Berkshire Forward Plan (Agenda Item 12) for the period covering 1 April to 31 July 2022.

Councillor Jeff Brooks indicated that the Liberal Democrat Support Executive had struggled to find the published Forward Plan and sought assurance that it would be kept up to date and published.

Sarah Clarke confirmed that the Forward Plan had not stopped being published and that the Council was legally obliged to produce it. However, it was noted that the format had recently  changed. OSMC was advised that a link to the Forward Plan would be included in the weekly email to all Members. She also undertook to email the link to Councillor Brooks.

Action: Sarah Clarke to email the Forward  Plan link to Councillor Brooks and to ask that a link be added to the weekly email to all Members.

The Chairman indicated that he had had discussions with the Leader about increasing the timescales for the Forward Plan to allow OSMC to be more proactive.

Councillor Tony Linden, suggested that the Forward Plan should include major projects. However, the Chairman suggested that this was covered in the Performance Reports.

Councillor James Cole highlighted the item on the Cultural Heritage Strategy Delivery Plan. He noted that the Cultural Heritage Strategy Delivery Board no longer existed, so it was not clear how the Delivery Plan would be monitored. He suggested that OSMC should look at this in 2023.

Action: Cultural Heritage Strategy Delivery Plan to be added to the OSMC Forward Plan.

Purpose: To receive new items and agree and prioritise the work programme of the Commission.

It was noted that the Task Group reports would both report to the November meeting. As a result, the items on the Thames Valley Berkshire Local Enterprise Partnership and Build Back Better had been slipped to March 2023.

In relation to the Thames Water item programmed for September 2022, Councillor Adrian Abbs indicated that he wanted to know the technologies that would be deployed by Thames Water to solve the issue of discharges into watercourses. It was highlighted that all Members had been invited to identify issues of concern, which would be forwarded to Thames Water in advance of the meeting.