Agenda and minutes

Apologies for absence were received from Councillors Stephen Giles-Medhurst, Paula Hiscocks, Debbie Morris and Dominic Sokalski with Councillors Ciaran Reed, Steve Drury and Jon Tankard substituting.

To confirm as a correct record the Minutes of the Policy and Resources Committee meeting held on 24 January 2022.

The Minutes of the Policy and Resources Committee on 24 January 2022 were agreed and signed by the Chair.

Items of other business notified under Council Procedure Rule 30 to be announced, together with the special circumstances that justify their consideration as a matter of urgency. The Chair to rule on the admission of such items.

The Chair had ruled that the following items of business, which had not been available 5 clear working days before the meeting were of sufficient urgency to be considered by the Committee for the following reasons:

Item 9 – Appendix B to item 7 – Biodiversity Opportunities Audit, including Alternative Grassland Management - so that the Council can implement Alternative Grassland Management from April 2022.

Item 10 (Amendments to TRDC’s existing Hackney Carriage, Private Hire and Operator policy) an updated policy was published after the Regulatory Services Committee with an amendment was to Paragraph 8.4 of the policy – so that the Committee can make a recommendation to Annual Council in May.

Item 11 - amended wording for Paragraph 8 under the Scheme of Delegation on Urgent decisions - so that the recommendation can go to Annual Council in May for ratification.

Item 11 - the appointment of a Vice Chair to the Environmental Forum so that the appointment can be made at the Annual Council meeting in May with all the other annual appointments.

Item 15 – an updated report (Senior Structure at TRDC) was published after the agenda was published but the original report was published on time – so that the Council can start the appointment process.

To receive any declarations of interest.

There were no declarations of interest

In May 2021, the Ministry for Housing, Communities and Local Government (MHCLG) published the £200m Community Renewal Fund, inviting applications from authorities across the UK.  

The £220 million UK Community Renewal Fund provides funding to help places across the UK prepare for the introduction of the UK Shared Prosperity Fund. Contributing to the levelling up agenda by investing in people, places, businesses and communities improving everyday life across the UK.

Hertfordshire districts agreed to submit a joint bid, and a broad project approach was agreed, consistent with the Hertfordshire Growth Board objectives. Stevenage Borough Council agreed to undertake the role of lead and took responsibility for writing and submitting the bid, which was awarded at the end of 2021.

The Community Wealth Building Project is funded through the UK Community Renewal Fund. The total project funding received is £715,672 with £500,000 available as community or business grants.

Through the funding obtained Stevenage Borough Council has employed a Project Manager who oversees activities and two Full-Time Employees (FTEs) who will be Project coordinators.

The project manager will be responsible for coordinating all activities and facilitating the project steering group comprising representatives from each council. The Project Steering Group sits under Hertfordshire Growth Board as a sub group leading on Community Wealth building. The Local Enterprise Partnership is financially accountable for the project and regular reports are given to both boards.

The Head of Community Partnerships is the representative for Three Rivers District Council on this group. This group meets monthly and provides links to wider stakeholder groups to share learning, e.g. with the County Council, both NHS Trusts and the University.

The Head of Community Partnerships reported that this was a joint bid which was submitted to the Community Renewal Fund last year led by the Herts GrowthBoard andStevenage BoroughCouncil withall 10Districts signedup to be part of the project.The total project funding was over £700k and a Project Steering Group had been set up led by Stevenage Borough Council with a Project Manager employed and the costs being met through the project costs and grant funding.The Project Steering Group reported to the Herts Growth Board.The grant funding was received towards the end of last year with the Local Enterprise Partnership financially accountable for the project but with regular reports given to both Boards.

The project would look to work with micro businesses, the voluntary sector, community groups as well as social enterprises to look to strengthen the local economy and increase social value by creating job opportunities and access to training.There are five main activities as part of the project which had been outlined in the report but the main focus was on Activity 3 which was around establishing schemes and projects in the voluntary sector, social enterprisesand smallbusinesses toincrease jobprospects andtraining. Theaim ofActivity 3 was to achieve some of this through the delegated grant scheme for each District and referred Members to Paragraph 2.8 onwards in the report which outlined what the proposals were for using the funding.The proposal was for us to work with Watford and Three Rivers Trust (W3RT) to deliver the grant schemeand tohelp usto administerit. Wehave £50kavailable with£10k tobe given to two voluntary sector organisations, £10k to one micro business and £10kto W3RT.The final£10k wouldbe usedas partof theCountywide project and grant scheme which would allow 3 organisations which work across the County to support some organisations and businesses to become more carbon neutral and help with their sustainability.Applications would be submitted to W3RT and the Council will work with them to identify the micro organisations which would be eligible to apply for a grant.Details had been included in the report on outputs and outcomes that we were expecting to see and W3RT would be expected to report back to us and work with the voluntary organisations/businesses to deliver these outputs and outcomes.WBC were also looking at this option and are we are working together to do this through W3RTby runningtwo schemesone inWatford andone inThree Rivers.The Memorandum of Understanding from Stevenage Borough Council had been reviewed by the Solicitor to the Council and was acceptable.

Therecommendation wasthat thegrants beadministered throughW3RT who had a wealth of knowledge in the local community and had run a number of different grant schemes and were very much able to deliver the project.

CouncillorChris Lloydthanked theofficers forall theirwork on  ...  view the full minutes text for item PR88

A proposal to introduce a Staff Environmental Charter to embed and inspire the consideration of environmental and carbon impacts when making decisions, implementing policies, and interacting with the wider District and County. The proposed Environmental Charter also encourages the consideration of climate change in staff’s everyday lives when working from home or the office with particular consideration to transport, waste and energy.

The actions in the Charter are a response to the declaration of a Climate Emergency in 2019 followed by a Climate Emergency and Sustainability Strategy and associated action plan put together to aid the Council and the District to reach net-zero carbon by 2030 and 2045 respectively.

The Head of Community Partnerships reported that this was a proposal to introduce a Staff and Member Environmental Charter although the title of the report had not included “Member” it should be for both Staff and Members which was outlined within the report.The reason for the Charter was to look to embed our Climate Change ethos across the Council in our everyday work in making decisions, implementing policies, day to day working life of staff and Members.This would only form a small part of our action plan but would help to deliver the declaration made by the Council two years ago around the Climate Emergency.The Charter would be included as part of the new staff inductionsand wouldlook topromote thework weare doingacross theCouncil such asthe GreenHeroes project.It wasfelt thatthe Charterwas importantfor staff/members who are not directly involved in delivering the Climate Change projectsbut allhave apart toplay. Theappendix attachedto thereport wasan example of the type of poster the Council would look to put up around the Council offices to promote our vision.The poster focused on signing everyone up to how the Council want to work and would be used as part of the induction with the second part around what we are looking to do across the District as part of our Climate Change strategy.

Councillor Phil Williams welcomed the report coming to the Committee and movedthe recommendation,seconded byCouncillor MatthewBedford. The Councillorwas pleasedto seethe Councilwere nowholding somemeetings virtually.

A Member said they were very environmentally minded and supported the implementation of the Charter but questioned the wording which seemed to move into the personal life of staff/members. The Member would not wish to see someonesanctioned becausethey hadtheir thermostathigh oneday and wanted to make sure the Council were not intending to sanction anyone.

Councillor Alex Hayward thought there was an issue with the wording and allowingpeople tohave freedomto dowhat theywant athome andshould not refer to people’s home life.

TheChair hadread thewording asaiming toinspire peopleto changetheir behaviour and had no concerns.

A Member could not understand the concerns that were being raised around thewording andit wasup tothe peoplethemselves whetherthey adhereto the Charter or not.

Councillor AndrewScarth thought thepoint inthe Chartercould beamended to read “Aim to inspire our officers to be advocates for Climate Change.”

The ChiefExecutive advisedthat thereport hadbeen broughtto theCorporate Management Team, which HR are a member of, and everyone on the Team was happy with the Charter.

Councillor Alex Hayward moved an amendment to the Charter wording, secondedby CouncillorReena Ranger,for theCharter toread “Aimto inspire our officers to be advocates for Climate Change  ...  view the full minutes text for item PR89

The purpose of this report is to summarise the content and implications of the Biodiversity Opportunities Audit (BOA) of minor TRDC open spaces.

The report also includes proposals for alternative grassland management for parts of the district, in particular some of the Council’s major open spaces, such as Chorleywood House Estate and Leavesden Country Park.

The report and Appendices C and E includes financial implications of the recommendations detailed at point 13.1 and 13.2.

The Chair wished to move an amendment to recommendation 13.2 and for the recommendation to read:

“That theimplementation ofthe actionplan beagreed withinthe £100kbudget approved as part of the 2022/23 budget decision with additional funding sources being sought for the balance working in partnership with other community based organisations.Funding for future years will be brought forward as part of the 2023/24 budget process.”

TheLandscapes andLeisure DevelopmentManager reportedon theoutcomes of the Biodiversity Opportunities Audit and the proposals for the Alternative GrasslandManagement whichbrought togetherall thefactors tobe considered and the benefits Biodiversity would bring across the District.The proposals should beseen asthe startfor theprocess whichwould continuethroughout this year and subsequent years but would not be static.The key headlines were:

·       A five yearaction planhad beendeveloped followingthe outcomesof the audit and were detailed within Appendix C;

·       Officers would seek to work with the local community to implement theseproposals andwould seekexternal fundingopportunities where possible;

·       Details on the Alternative Grassland Management regime could be viewedfrom Point2.15 onwardsin thereport. Inorder touse consistent percentages it was advised that officers would focus on available grassland, excluding sites where grass was kept short for specific purposes, e.g. football pitches;

·       Currently the Council kept 62% of available grassland as long grass for biodiversitybenefits. Thiswould increaseto 77%following thechanges outlined with a 15% reduction in grassland kept as general amenity;

·       Theseproposals offera varietygrassland managementregimes and was based on using the right regime in the right place but also to achieve the biodiversity benefits;

·       At point 2.24 of the report 31% of grassland would be conservation grazed and would include existing sites at the Chorleywood House grounds, Croxley Common Moor and the Withey Beds and the introductionof grazingat TheHorses’ Fieldat LeavesdenCountry Park this summer;

·       All of thesesites hadbeen agreedthrough theCommittee processand following public consultation. Aside from the biodiversity benefits that grazing brings some of these sites are subject to a Countryside Stewardship Scheme and higher level stewardship as endorsed by NaturalEngland orare TripleSI siteswhich includedCroxley Common Moor;

·       Following the Biodiversity Opportunities Audit further sites would undertakea haymeadow cutand liftwhich wouldinclude BerryLane, Mead Place, Denham Way, Tanners Hill, Rickmansworth Park and Fortune Common plus the continuation of the pilot sites which were introduced in 2021;

·       Officers are continuing to look for opportunities to cease mowing and to move to a hay meadow cut and lift where appropriate.For example, during 2022/23, as part of the preparation for a new Management Plan for the Aquadrome, officers had identified new opportunities for an increased cut and lift.Later in the year officers would be updating the ManagementPlan forthe ChorleywoodHouse estateand wouldlook for opportunitiesto change  ...  view the full minutes text for item PR90

Under Rule 11(5) of the Council Constitution it was agreed by the Chief Executive and Monitoring Officer in consultation with the Chair of Council and the Motion Proposer that the following motion be referred to the Policy and Resources Committee.  The proposer and seconder of the motion will be invited to the meeting to present the motion under new Rule 11(11).

Councillor Ciaran Reed, seconded by Councillor Reena Ranger to move under Notice duly given as follows:

This Council condemns the Liberal Democrats national policy of a housing target to 380,000 homes a year due to the potential threat that poses to the rural nature of Three Rivers and resolves to write a letter to the Liberal Democrat Leader and our Three Rivers MP Daisy Cooper asking them to conserve Three Rivers.

The Chairadvised thatunder Rule11(5) ofthe CouncilConstitution itwas agreed by the Chief Executive and Monitoring Officer in consultation with the Chair of Council and the Motion Proposer that the following motion be referred to the Policy and Resources Committee.

CouncillorCiaran Reed, secondedby CouncillorReena Rangermoved the motion as follows:

This Councilcondemns theLiberal Democratsnational policyof ahousing target to380,000 homesa yeardue tothe potentialthreat thatposes tothe ruralnature of ThreeRivers andresolves towrite aletter tothe LiberalDemocrat Leaderand our Three Rivers MP Daisy Cooper asking them to conserve Three Rivers.

On being put to the Committee the motion was declared LOST by the Chair the voting being 3 For, 9 Against and 0 Abstentions.

RESOLVED:

TheMotion isLOST

In recent months, following a number of street trading applications, it is evident the Council requires a specific Policy to cover Street Trading and tighter internal processes which would be best achieved by implementing a new Street Trading Policy (“the Policy”).

The aim of the Policy is to create a street trading environment which ensures fair trading, protects the amenity of residents, ensures the safety of those trading, promotes diversity and consumer choice and provides applicants with advice and guidance on the Council’s approach to the administration for street trading consents and licences under Schedule 4 of the Local Government (Miscellaneous Provisions) Act 1982 (“the Act”).

Currently the licensing department rely on Schedule 4 of the Local Government (Miscellaneous Provisions) Act 1982 (“the Act”) when processing applications as no street trading policy exists. That said, the department does currently have a list of prohibited and consent streets (see Appendix II of the Policy) which were passed by Council on 10 July 2007.  These streets and the designation of streets as prohibited, consent or licence streets have not been reviewed at the current time. However, a review of the streets would be undertaken and reported within the next 18 months with amendments made thereafter.

Officers are therefore seeking member agreement in adopting the Policy following a 12 week public consultation which is due to expire on 11 March 2022.

The Headof RegulatoryServices advisedthat thereport hadbeen toRegulatory Services Committee for recommendation to this Committee.Email correspondence had been received from Watford Rural Parish Council seeking an opinion on whether they needed a street trading license for their own market inSouth Oxhey.Officers feltthat wasa matterwhich couldbe consideredoutside of thepolicy. Thepolicy doesnot nameSouth Oxheymarket butdid suggestthat markets do require a single trading license but not specifically for South Oxhey. The Legal advicethat WatfordRural ParishCouncil hadreceived conflictedwith thelegal adviceofficers hadreceived andwas amatter whichwould beexplored but outside of this policy.

AMember advisedthat theywere notvery happyto supportthe policywhile there wasan ongoingdispute betweenWatford RuralParish Council(WRPC) andthis Council.

Another Member also raised concern around the dispute with WRPC and agreeingthe policywhile thedispute wasstill takingplace. Interms ofthe options available they wished to opt for Option 2 to delay and allow the dispute to be resolved but wanted to understand if there would be any substantial risks in delaying adoption of the policy.

The Headof RegulatoryServices advisedthat theofficer viewwas thatthis policy did not add to or affect that decision on South Oxhey as the policy does not mentionSouth Oxheymarket andmentions marketsgenerally andthe viewwas that those markets would require a street trading policy.Evidence will be put before officerswhen theyconsider thecircumstances ofthe SouthOxhey market and it may no longer be required but there may be other markets in other circumstances that do require street trading.In terms of the delay we can continue to receive street trading applications and they would be assessedby officers outside anyof thenew policyrequirements as we havedone historically for a number of years.For officers the sooner we can move this policy forward the better.

A Member queried the roads excluded from street trading and referred to Chorleywood Whitelands Avenue and could not understand why the whole of Whitelands Avenue wasexcluded asit wasmostly aresidential streetapart from the Parade.

The Headof RegulatoryServices advisedthat anumber ofthe prohibitedstreets were residential.The decisionto prohibitthem wasmade byCouncil in2007 and neededupdating. Thereport doesadvise thatofficers wouldlook atthat overthe next 12-18 months.

A Member said if the Council had operated for a number of years without this policy and there was currently a dispute over markets surely a delay of a month or two would be more amicable and was struggling to see any disadvantages in delaying and wondered how many applications would be affected and impacted by the delay.

The Headof RegulatoryServices advisedthat theCouncil hadreceived veryfew applications over  ...  view the full minutes text for item PR92

The existing Hackney Carriage and Private Hire Policy 2019 (“the Policy”) (see Appendix 1) was effective from 1 October 2019 following a review earlier that year. The Policy is required to be reviewed every three years with the next review scheduled for 2022, if required.

Notwithstanding the above and prior to the forthcoming review, if necessary, a number of immediate changes to the Policy are required which require Committee approval. The changes have come to light over the past year when using the policy, ensuring that certain areas of the Policy are tightened with greater clarification provided for those that use and read the Policy. In addition, the Government will be introducing a new tax check (new legislation in the form of the Finance Bill 2020-21) which will be come into effect from 4 April 2022. This will affect those that drive taxi’s and operate a private hire vehicle business within the District.

The changes to the Policy are set out in more detail within Section 2 of this report.

Following the Regulatory Services Committee in December, a 12 week public consultation commenced and expires on 11 March 2022.

The Headof RegulatoryServices reportedthat Memberswould haveseen some correspondence received from a resident of South Oxhey about the policy but theircomments actuallyreferred toa priceincrease forHackney Carriageswhich in the Officers opinion was a separate matter and would be considered outside ofthis policy.The amountpaid permile fora triphad notbe reviewed fora while and would come forward as part of a separate report.

A Member referred to the reference in the policy to the One stop shop and the old opening hours and asked that this be corrected.  A Member asked if it was right to include detailsof opening hours in the policy if they wereto beupdated asthe policywould thenbe requiredto beupdated every time they changed.It was agreed that the policy be amended to state “in line with the published opening hours.”

On being put to the Committee the recommendation with the amendment was declared CARRIED by the Chair the voting being unanimous.

RECOMMEND:

Theamended policywith afurther amendmenton theopening hoursto read“in line with the published opening hours”.

ThePrincipalCommitteeManageradvisedthatattheConstitutionsub-committee meetingheldon7MarchtheyhadconsideredrevisedContractProcedureRules.

The Chair moved, seconded by Councillor Andrew Scarth that the recommendation at 10.1 be agreed.

On being put to the Committee the motion was declared CARRIED by the Chair the voting being unanimous.

RECOMMEND:

To approve version 10.1 of the Contract Procedure Rules with the Council Constitution being amended accordingly.

The Principal Committee Manager reported that the Constitution sub-committee had put forward the following amendment to the Scheme of Delegation (Part 3) under Paragraph 8:

8.1              To take such urgent action which is in the best interests of the Council wherethere isnot timeto convenethe appropriatecommittee. Suchaction will be taken inconsultation with the Group Leaders which expression shallwhere necessary for this paragraph 8 include Deputy Group Leaders acting in their place

8.2              Any urgent action taken under 8.1 and in consultation with Group Leaders willwhenever possiblebe byunanimous agreement.The Leaderof theCouncil will attheir discretiondetermine atwhat pointagreement hasnot beenpossible having regardto theurgency ofthe matter.The ChiefExecutive willgive effect to any urgent decision reached by unanimous agreement.

8.3              Where agreement has not been reached under paragraphs 8.1 and 8.2, proportionality will be applied to the decision of each group leader to the effect thattheir decisionreflects thenumber ofseats heldby theirparty onthe Council and the Chief Executive will act in accordance with the decision of the group leader or leaders commanding a majority of seats on the Council.

CouncillorSarah Nelmesproposed, secondedby CouncillorChris Lloydthe amendment be recommended to Council.

On being put to the Committee the motion was declared CARRIED by the Chair the voting being unanimous.

RECOMMEND:

8.1              To take such urgent action which is in the best interests of the Council wherethere isnot timeto convenethe appropriatecommittee. Suchaction will be taken inconsultation with the Group Leaders which expression shallwhere necessary for this paragraph 8 include Deputy Group Leaders acting in their place

8.2              Any urgent action taken under 8.1 and in consultation with Group Leaders willwhenever possiblebe byunanimous agreement.The Leaderof theCouncil will attheir discretiondetermine atwhat pointagreement hasnot beenpossible having regardto theurgency ofthe matter.The ChiefExecutive willgive effect to any urgent decision reached by unanimous agreement.

8.3              Where agreement has not been reached under paragraphs 8.1 and 8.2, proportionality will be applied to the decision of each group leader to the effect thattheir decisionreflects thenumber ofseats heldby theirparty onthe Council and the Chief Executive will act in accordance with the decision of the group.

The Principal Committee Manager reported that the Constitution sub-committee had recommended that an additional appointment be added to the annual appointments at  ...  view the full minutes text for item PR94

            This report enables the Committee to reconfirm its commitment to the Corporate Framework for the remaining one year commencing on 1 April 2022 – 31st March 2023 and the key actions for 2022-2023.

TheHead ofCommunity Partnershipsadvised thisreport provideddetails onthe annual corporate objectives which come to the Committee each year to recommend theiradoption toCouncil. Theyhad beentaken fromthe Corporate Framework which had been agreed for 3 years.This was the last year of the CorporateFramework andduring 2022/23officers wouldbe undertakinga review of the framework and objectives.There had been some minor changes to the wording of the objectives for example on Climate Change, as this strategy had nowbeen adoptedthe objectives states thatwe willdeliver thestrategy instead. In the appendix it provided details of the Corporate action plan for the next financial year 2022/23 which included key actions from across the Council and details on how we would deliver those objectives.This will be promoted was agreed to residents.

Councillor Sarah Nelmes moved, seconded by Councillor Chris Lloyd to recommend the Corporate actions to Council.

On being put to the Committee the motion was declared CARRIED by the Chair the voting being unanimous.

RECOMMEND:

Agreed the Corporate Framework Action Plan and objectives for 2022-2023, attached as Appendix 1 and recommends to Council.

Committee, Corporate Services, Customer Service Centre, Economic and Sustainable Development (Local Plan aspects of the service plan), Elections, Legal, Property Services and Major Projects, Finance and Revenue and Benefits

TheCommittee receivedthe followingservice plans:

Committee, Corporate Services, Customer Service Centre, Economic and Sustainable Development (Local Plan aspects of the service plan), Elections, Legal,Property Servicesand MajorProjects, Financeand Revenueand Benefits

CouncillorStephen Coxreferred tothe Electionsservice planand the90% target on the annual canvass return, which should be for each Ward, and thought this was not stretching and challenging enough and wondered why the same target was being put forward and whether there could be any movement on this. This was the cornerstone of the democratic process.

The Chief Executive advised that the target could be increased to 92% for each Ward.

CouncillorStephen Coxsupported the92% percentagereturn target.

Onbeing putto theCommittee theamended motionwas declaredCARRIED by the Chair the voting being 9 For, 0 Against and 3 Abstentions.

RECOMMEND:

Thatthe serviceplans berecommended toCouncil withthe amendmentto the Elections service plan that each Ward achieve a 92% annual canvass return.

            Budget monitoring report is a key tool in scrutinising the Council’s financial performance. It is designed to provide an overview to all relevant stakeholders. It is essential that the council monitors its budgets throughout the year to ensure that it is meeting its strategic objectives and that corrective action is taken where necessary.

            This report seeks approval to a change in the Council’s 2021 - 2025 medium-term revenue financial plan. The report shows the Council’s overall consolidated medium term financial plan for both revenue and capital.

The Shared Director of Finance reported the key changes were on the revenue account with regard to the loss of income due to the pantomime closing early before Christmas due to Covid but this had been offset by an increase in curb side recycling income. On the capital programme the key movements were around delays in replacing the grounds maintenance vehicles due to finding a suitable alternative replacement and also on retail parades.

A Member asked about Watersmeet. They appreciated that Covid had hit and the pantomime but queried the saving of £22,360 on materials due to the cancellation of the pantomime after 16 performances and queried the possibility of recovering some of the monies paid to the panto producers, which would reduce our expenditure by a maximum of £48,000.

The Head of Community Services advised that there was an income split with the producer taking circa 70% of the income and the Council circa 30%. This was on the same lines as other contracts of this sought. The producers were paid an advance towards the costs of the production and actors. The £22,360 saving is the difference between the budgeted amount to be paid to the panto producer and the actual amount paid. Negotiations are taking place to agree where the costs fall, which may result in the panto producers paying some of the £48,000 back to the Council.

A Member referred to the increase budget required for the Killingdown Farm public inquiry and if this happened for other sites how do we mitigate these costs.

A Member said the cost was what the Council had to pay to fight the public inquiry due to the application being refused and the developer appealing that decision which they were entitled to do.

Councillor Sarah Nelmes moved, seconded by Councillor Matthew Bedford the recommendation as set out in the report.

On being put to the Committee the motion was declared CARRIED by the Chair the voting being 9 For, 0 Against and 3 Abstentions.

RECOMMEND:

That the revenue and capital budget variations as shown in the table at paragraph

6.1 be approved and incorporated into the three-year medium-term financial plan.

The existing senior management structure, comprising of a CEO, Director of Community and Environmental Services, shared Director of Finance and Solicitor to the Council (Monitoring Officer) has been in place since the start of the shared services in 2009. While the structure has served its purpose during that time, the objectives and ambitions of the council, along with the appointment of a new CEO in February 2020, require a refresh of the structure and additional senior management capacity being created.  The Council has become more entrepreneurial, taking more responsibility, increasing its risk appetite and competing more commercially. Therefore more capacity at senior management level is required to drive these initiatives forward and ensure the best outcomes for the council. The impact of Covid during the past 22 months has also highlighted a potential lack of resilience at senior management level.

The Head of Human Resources reported that the report recommended the creation of an additional post at Senior Management level. The current structure had been in place since 2009 and had served its purpose well but the Council had now changed its approach including looking at the risk appetite and competing more commercially in the market place. Creating capacity at Senior Management level was required to drive these initiatives forward. The Council had also noticed through the past 22 months with Covid a potential lack of resilience at a Senior Management Level. The report set out the recommendation for creating a new full time Executive Head of Service which would be at a management grade level reporting direct to the CEO which would allow the CEO to focus on the strategic objectives of the Council and taking the policies and objectives forward. If the recommendation was agreed the proposal was to advertise internally only. There was also an additional point in the report around creating a new full time Head of Customer Experience which would bring together the areas of customer services, communication and Watersmeet and would come under the new Executive Head. The Council would be looking to appoint to the Head of Service internally from the two people who are impacted by that change. The report also sets out the financial implications for the changes and that the costs would be met from existing budgets.

A Member queried the costs of the new roles and also the proposal to advertise internally only to a select group of people instead of opening up the post externally although they acknowledged we did have some talented officers a more competitive selection should be considered. They had concerns about the on costs of £21,280 for someone who was already employed.

The Shared Director of Finance clarified that the on costs was national insurance and the employees’ pension costs etc not for bringing someone in the post.

The Head of Human Resources advised that in terms of advertising internally one of the things the Council was proud of was the development of individuals in the Council and the career development opportunities. Three rivers was keen to promote and develop internal staff which provided motivation and career development. We have very strong Heads of Service who are ready for that next step up and promoting those staff gave them the opportunity to step up. They would still need to go through the interview process and demonstrate that they have the skills to sit at that strategic level in the organisation. If the internal candidates did not meet the standard then the post would be advertised externally.

A Member said surely the calibre of the internal staff would be strong competition against any external candidates.

The Chair said going externally would be a very expensive process and would be unfair to the internal candidates.

The Head of Human Resources said for any external recruitment you would look to hire a search company to find people  ...  view the full minutes text for item PR98

To receive the Committee’s work programme

The Committee’s received its work programme. There was an additional special meeting to be added in May to appoint to the sub-committees.

RESOLVED:

That the work programme be noted.