Agenda and minutes

Apologies for absence were received from Councillors Holmes, Posnett and Webster.

To approve the Minutes of the following meetings: the Special meeting held on 25 May 2022, the meeting held on 6 June 2022, the Special meeting held on 14 June 2022 and the Special meeting held on 27 June 2022.

The Minutes of the special meeting held on 25 May 2022; the meeting held on 6 June 2022; the special meeting on 14 June 2022 and the special meeting held on 27 June 2022 were approved.

Members to declare any interest as appropriate in respect of items to be considered at this meeting.

No declarations of interest were received.

To consider the attached Forward Plan and identify any relevant items for inclusion in the Scrutiny Work Programme, or to request further information.

The Chairman introduced the Cabinet Forward Plan and invited Members to comment upon the document.

Members are to review and comment upon the attached Scrutiny Work Programme 2022/23.

The Chairman introduced the Scrutiny Work Programme 2022/23 and invited Members to comment upon the document.

In response to the query on whether the Police and Crime Commissioner (PCC) had been invited to the Scrutiny Committee meeting on Crime and Disorder, Members were informed that the PCC would be invited.

To provide an overview on the Council’s approach to resource management, including recruitment, retention, vacancy management and the use of consultancy and agency spend in support of the Council’s Corporate objectives. The report sets out the rationale for effective resourcing, and flexible management of capacity and capability.

In introducing the Consultancy and Agency Use report, the Chief Executive gave a presentation to the Committee. During the presentation, Members were provided with an overview on the Council’s approach to resource management, including recruitment, retention, vacancy management and the use of consultancy and agency spend in support of the Council’s corporate objectives.

During the presentation the following key points were highlighted to Members:

• Between 2016-18 the Council lost 15% of the organisation which left the organisation vulnerable as there were significant capacity and capability gaps.
• With new teams and structures and a big increase in recruitment, the turnover reduced from 18% to 11%.
• Despite this turnover increased in last year. This matches the national post-covid trend but also there were exception circumstances, where Officers in particular departments were subject to targeted head hunting from a neighbouring authority.
• In the vast majority of cases, advertised vacancies are filled with permanent recruitment 72% which includes 20% internal progression. There are 9% of vacancies that remain unfilled.
• Once the recruitment process has been undertaken there are times that the Council may want to appoint an interim. This would be done to fill the gap between the previous postholder and the arrival of the permanent post holder.
• Officers then outlined the following examples of when the Council hired consultants or additional expertise:

-        Work to support the development of the Stockyard proposal.

-        Work to meet grant funding conditions for Asset Development Programme.

-        The development of a business case for a Health and Leisure Park.

-        Implement the technically complex Northgate Housing system project and upskilling existing staff.

-        Work for the development of a new website and implementation of a new Finance System.

A question was asked about whether there was an occasion where the Council had hired a consultant or expertise to produce a report and/or recommendations but the Council had not acted on the information it had received. In response Members were informed that the information and advice that the Council receives from a consultant or expert is used in one capacity or another and that the case studies within the report seek to demonstrated this.

Following this point, a Member questioned what happens to information that isn’t used, a specific example was given in relation to consultancy support to the previous leisure procurement undertaken in 2016/17. Officers informed Members that the previous leisure procurement had not been realistic in its expectations, a position formally confirmed and accepted by the Council in 2018. The current corporate strategy recognises that consolidation of leisure centres would be necessary to establish a sustainable future and that significant focus is being given to establishing whether an affordable way forward exists.

Officers were questioned on whether the Council continued to receive consultancy services from the consultant who delivered the Health and Leisure Park presentation in January 2022, as there was concern that the consultant does not understand the needs or market of Melton. In response Officers have previously acknowledged and reiterated recognition that the  ...  view the full minutes text for item 22.

To consider any other items that the Chair considers urgent

There was no urgent business.