Agenda item

To report to the Scrutiny Committee on the performance of the Corporate, Legal and Welsh Language Departments.

DECISION

1.     Accept the report and note the observations.

2.     Welcome the steps taken to address stress, to promote the role of women in leadership, and to ensure that employees have a voice in relation to health and safety arrangements within the Departmental Forums.

The report was presented by the Cabinet Member for Corporate and Legal Services and the Welsh Language, explaining that the report referred to the progress made against the promises of the Council's Plan and the department's performance measures. It was noted that performance had been discussed at a performance challenge meeting in September.

Members were reminded that the department was leading on six projects within various priority areas: keeping the benefit local, promoting the use of the Welsh language, workforce planning, ensuring fairness for all, women in leadership and a strategic review of health and safety management. The strategic review of health and safety management was highlighted, noting that there had been a slippage in two milestones within the project. The first was to introduce a new information technology system for health and safety across the Council, and the second was to develop a five-year audit plan. It was emphasised that the work was progressing and that the work was expected to be fully carried out.

In terms of day-to-day performance, it was noted that the situation was generally positive, but that several matters needed further attention. Reference was made to language assessments completed by staff, where the percentage had been high but had not yet reached the full target, with eight new members of staff not completing the assessment. Similarly, it was noted that 14 DBS applications were awaiting processing in Liverpool, and a further 44 awaiting implementation by staff or management, with the figures changing daily as new staff reached their renewal period. It was explained that the Safeguarding Operational Group discussed DBS performance on a quarterly basis, with a sub-group scrutinising the data.

It was noted that 52 referrals had been made to Occupational Health in August, with 48 members of staff attending appointments. Of those, 40 were absent from work, but following actions such as a phased return or reasonable adjustments, it was noted that 19 individuals had now returned to work.

In terms of data protection requests, 18 requests had been received during the quarter of which 13 were answered within the timeframe. It was noted that the complexity of many of the applications, particularly in the children's field, had influenced performance, and that if the numbers and complexity increased, the resources would need to be reviewed to cope.

It was noted that the average sick days per head across all Council services, including schools, stood at 4.43 days, compared to 4.23 last year. It was explained that an in-depth analysis for 2024-25 had been submitted to the Corporate Management Team and the Local Joint Consultative Committee, with action to be taken from that. It was noted that the average time to complete job appraisals had decreased from an average of 49.04 days to 35.09 days by the end of August. It was stressed that this performance reflected the work of the team but also depended on the number of applications received and other priorities within the department.

All the officers of the department were thanked for their commitment and continued support to the work of the Council.

During the discussion, the following observations were made: 

A question was asked about the lack of reference in the report to progress, or lack of progress, in relation to the Ffordd Gwynedd scheme. In response, it was noted that the department was not leading on the plan but was contributing significantly to the plan leading on several individual streams of work. It was explained that a report on the Ffordd Gwynedd scheme had already been submitted to Cabinet in July.

It was noted that the staff sickness absence figure had not changed much since last year. It was questioned whether there were any patterns or differences between departments regarding staff sickness absences. In response, it was explained:-

·       That an in-depth analysis of the situation had been submitted to the Corporate Management Team, showing progress between 2023-24 and 2024-25.

·       A new policy on sickness absence had been introduced, and nearly 400 managers had been trained on it.

·       A new system to record absences had led to more effective monitoring and possibly increased the figures due to better recording.

·       Stress and musculoskeletal conditions remained major factors, with intervention packages available and a focus on the manager's role in supporting staff well-being.

A question was asked about stress, asking whether work pressures and financial cuts contributed to the situation. In response, it was noted that stress was recorded as either personal or work-related, and that it could be a combination of both. It was explained that work was underway to encourage managers to have regular conversations about well-being with staff, through new training and courses such as the i-act training and the ongoing evaluation system.

The department was asked if there were concerns about DBS completion figures, and the reasons why some members of staff had not completed or renewed their DBS. In response, it was noted that the figures were not of concern to the department, as it was aware of the employment status of these individuals, and that the figures were regularly reported to the Safeguarding Strategic Panel and the Safeguarding Operational Group. Individuals without DBS were identified as either new workers, on long-term sickness absence or on maternity leave.

The Women in Leadership project was questioned, asking about the impact of the work and information about the projects specifically to raise awareness among men. In response, it was noted that the response from men had been mixed due to the branding of the project, but that sessions had been held within the Managers' Network to ensure that all managers, whether male or female, received the same message.

The extent to which job-sharing schemes had been considered to encourage and facilitate women to progress to higher positions within the Council, was questioned. In response, it was emphasised that there were several successful examples of women progressing to senior positions, and that more work was being done to expand opportunities through flexibility and suitable contracts. It was recognised that there was room for further improvement.

More information was sought on the health and safety audits that would be carried out through the Corporate Forum and Departmental Forums. In response, it was noted that the work was part of a wider strategic plan. It was noted that carrying out the health and safety audits within the Departmental Forums provided an opportunity for the voice of staff to be heard regarding health, safety and well-being concerns, and that there was cross-departmental representation on the policy approval panel.

The low percentage of 54% of managers who had completed site management training was questioned, and clarification was sought for this. In response, it was noted that not all managers were site managers. It was explained that the course in question was a refresher course, and that most site managers had already completed the original course. It was emphasised that basic health and safety arrangements were in place at all sites, with health and safety officers offering direct support to new teachers or managers.

The performance of 72% of data protection requests completed within the timeframe, was questioned. In response, it was noted that:

·       The complexity of the requests affected performance.

·       The percentage for Freedom of Information requests had increased to 95%.

·       Work continued to improve arrangements and training on responding to requests.

·       The use of technology could help, but that the number of systems within the Council meant that such work took a significant amount of time to complete.

Information was requested about the project to develop a new employment system for the Council. In response, it was noted that the project was currently in the procurement phase, with the tendering process underway and an assessment planned within the next month, with the aim of having the system up and running by early December 2026.

Legal Services

A Legal Services report was presented by the Cabinet Member for Corporate and Legal Services and the Welsh Language, stating that the service was made up of four teams, namely legal, propriety, elections and coroner support. It was noted that 91% of responses to the customer satisfaction survey had indicated "very satisfied", with 9% "satisfied", and that the number of responses had increased significantly. It was noted that the service had now progressed from the previous recruitment challenges and had benefited from the Gwynedd Yfory schemes and apprenticeships.

It was noted that the department had now incorporated a new case management system and had looked at the possibility of adopting features of the Lexcel qualification that would benefit the department. It was noted that the department continued to support and advise on the Council's functions in terms of ensuring constitutional, legal and administrative propriety. It was elaborated that this work was ongoing, but in particular a series of "Good Decisions" seminars were planned to be held from October onwards. It was emphasised that the department would work with the Standards Committee, Political Group Leaders and Members, along with relevant officers, to maintain and support high standards of conduct among councillors. Councillors were reminded to ensure they had completed the training on the Code of Conduct.

It was stressed that the main challenge at the moment was the regional work and the provision of legal assistance to the North Wales Corporate Joint Committee (CJC). It was noted that the current period was challenging as several elements of the CJC's work became operational during the current quarter. Reference was also made to the arrangements of the new Senedd elections for 2026, noting the changes to the voting system and the new "Gwynedd Maldwyn" constituency.

During the discussion, the following observations were made: 

It was questioned where the department was at in terms of training on the Code of Conduct for town and community councils. In response, it was noted that two or three sessions had been held for clerks and chairs at the beginning of the year, but that staffing priorities had led to a temporary delay in provision. It was emphasised that on-line training was available.

It was questioned whether the department was confident that all the changes related to the upcoming elections could be handled. It was further questioned whether the department had the capacity to fulfil the requirements. In response, it was noted that there was a clear geographical challenge, but that planning work had already commenced in conjunction with Powys, Wrexham, Denbighshire and Conwy councils, with clear working arrangements in place between the authorities to ensure effective organisation.

A question was asked about the department's experience with the automatic registration pilot by the Welsh Government. In response, it was explained that the Council had contributed to the pilot, and that a report from Welsh Government on the system was expected to inform the next steps.

RESOLVED

1. To accept the report and note the observations.

2. To welcome the steps taken to address stress, to promote the role of women in leadership, and to ensure that employees have a voice in relation to health and safety arrangements within the Departmental Forums.