To consider any
questions the appropriate notice for which have been given under Section 4.19
of the Constitution.
Minutes:
(The Cabinet Members' written response to the questions had been
distributed to the members in advance).
(1) Question by Councillor Catrin Wager
“Following the recent attention to inappropriate behaviour in politics,
what procedures does the Council have in place for reporting and dealing with
matters of harassment amongst officers and Members?"
Response - The
Deputy Leader, Councillor Mair Rowlands
“The emphasis within
the Council is on seeking to ensure a working environment that avoids
situations of harassment and the number of cases dealt with is low across the
Council.
The Council has an individual Code of Conduct
for Members and for Officers, as well as a Protocol on contact between Members
and Officers. Respect and courtesy are essential foundations in order to
protect the Council, its members and its employees.
The 'Gwynedd
Standard' for Members explains the standards expected of us and it includes a
procedure for dealing with allegations that Members have been in breach of that
protocol. The culmination of that
procedure is to submit a case to a meeting of the Standards Committee but there
are steps to be taken prior to that in order to try to identify a solution to
the allegations made informally.
Similarly, the Code of Conduct for officers
notes the need for them to deal with others in a sympathetic, efficient and
impartial way. Furthermore, the Council's Local Conditions of Employment
include policies and guidelines on Dignity at Work, Whistle-blowing, the
Complaints Procedure and the Disciplinary Procedure.
Attempts are made to
try to resolve some of the allegations made informally but the seriousness of
some allegations leads to dealing with matters formally and, in extreme
situations, to suspending an individual from work while an investigation is
conducted.
Arrangements are made in all of these situations
for support to be offered to individuals making the allegation as well as for
those about whom the allegation is made.
This is done by offering independent counselling services, occupational
health and also, when both sides are in agreement, seeking to resolve the
situation through mediation."
A supplementary question by Councillor Catrin Wager
"Outside the procedures you have discussed, does
the Council have any protocol to attempt to encourage people to feel that they
are safe to bring complaints of sexual harassment, in particular,
forward?"
Response - The
Deputy Leader, Councillor Mair Rowlands
"One procedure I referred to in the response was
the whistleblowing procedure and I am glad to report that the awareness and the
trust in this procedure has increased substantially over the past years. This
allows one to make an anonymous complaint and I can declare that this is based
on the results of an annual survey undertaken by the Internal Audit Unit. This happened as a result of concerns that
had been voiced a few years ago regarding the lack of awareness of this process
and there were cards that every member of staff received noting the details on
whistleblowing. They are included in the appointment packs for new staff and we
can share some with all of you here today.
This is an example of something that every member of staff across the
Council has received. Also, we have the Domestic Abuse Policy. This policy and
training acknowledges that sexual abuse and harassment can happen anywhere, in
the home and in the workplace, and the training raises this awareness.
Information accompanies the policy and there are support agencies independent
of the Council, such as Byw Heb Ofn, Women's Aid, but there are some of which I
am aware, for example, RASAC (Rape and Sexual Abuse Centre) that are not there
at present. I intend to ask the officers to consider including this and any
other organisation that is suitable in the policy, because, as the Councillor
has already referred to, maybe people do not feel comfortable reporting this to
the Council at the time. Therefore, by having the support of an external
organisation specialising in the field, this may possibly be of more
assistance. But I am happy to continue
discussions if there are any other ideas in terms of what we can do."
(2) Question from Councillor Eryl Jones-Williams
“Has Gwynedd Council
gone too far with its cuts and efficiency savings to leave Departments
under-staffed, causing the remaining staff members to have an overbearing
workload and having to work extra hours to catch up?”
Response - The
Deputy Leader, Councillor Mair Rowlands
"At the last
Council meeting in October, you will remember that the Chief Executive
presented details regarding how the Council will be facing further cuts in the
grant that can be expected from Welsh Government over the coming years.
At the time, he noted
that the Council had saved £61.5 million over the last 12 years and warned that
the Council would be facing a further financial deficit of up to £24.4 million
over the next four years.
Unfortunately, this
is the reality of the financial situation facing every Local Authority and it
is unrealistic to expect the same level of service as in the past in such a
financial climate. The Council made difficult, but necessary, decisions
following the Gwynedd Challenge consultation and again, more presentations will
be coming to the Council in due course regarding the cuts to come.
The suggestion made
by the Councillor regarding the need to ensure that the cuts and savings do not
lead to excessive pressure on staff is an important one. The number of staff
employed by the Council has reduced from 6,285 in 2015 to 5,828 at the
beginning of the current financial year - a reduction of 457 across all
services.
Furthermore, the number of days lost due to
sickness in 2016/17 has increased to nine days per head, from 8.44 days per
head in the previous year and a keen eye needs to be kept on any longer-term
trend in this context. As Cabinet Member, I am keeping a close eye on this in
the performance challenging meetings that some scrutiny members are attending
as well. Having said that, I also note
that the level of sickness absence within the Council remains one of the lowest
amongst Welsh local authorities. The
Council has invested in the support given to maintain the health and well-being
of staff and this investment, one of our most important resources, has been
shielded from recent cuts and savings.
Maintaining the
balance between working within the budget and ensuring service continuity,
while protecting the physical and mental well-being of the people responsible
for doing so, is difficult but the individual Cabinet members are fully aware
of this need for balance and receive regular feedback from heads and managers
regarding the performance and the capacity to deliver.
The Council's
financial strategy has been recognised by the Wales Audit Office as prudent and
robust while Welsh Government's Corporate Health Standard assessors have
awarded the Council with the Gold Level for the third successive time recently,
on grounds of the support provided to promote and facilitate the health and
well-being of staff.
It is acknowledged
that the commitment of Council staff to serve the people of Gwynedd is strong
and that there are numerous examples of those staff going the extra mile in
their efforts. What's important to us, as Council Members, is to support this
work and to be realistic in our expectations of what can be achieved within the
current financial climate."
A supplementary question from Councillor Eryl
Jones-Williams
"Who is looking into this and how is this carried
out?"
Response - The
Deputy Leader, Councillor Mair Rowlands
"As I tried to explain in the response, there are
a number of different ways. Obviously,
heads of department and senior managers have to keep an eye on the situation
and the Cabinet Members have a responsibility to ensure that a balance is
struck. Also, as I mentioned, every Cabinet Member has performance challenging
meetings. For example, I referred to the sickness levels. That is something
that comes to my performance challenging meeting, but obviously, there are
other things that could be scrutinised at the other meetings by Cabinet
Members, but if you, as members, are aware of anything or if you see any
substantial pressure, please convey this to us as Cabinet Members for the
relevant portfolio fields. We would
welcome any further information."
(3) Question from Councillor Sion Jones
"How did the Cabinet Member come to a decision about choosing
Councillors to serve on the Board of Cartrefi Cymunedol Gwynedd (CCG)?"
Response - Cabinet
Member for Housing, Leisure and Culture, Councillor Craig ab Iago
"Initially, all members fill in a form noting
their areas of interest, and therefore I consider this first of all. I then
look at people's experience and see what they would be able to offer CCG. Then,
I try to obtain some kind of balance, so that I tick every box and I believe
that I have managed to do so. So, we have a geographical balance and gender
balance, with 2 and 2. I wanted to make sure that there was some kind of
consistency with what we were doing before, so we have some with experience as
well as new blood, namely 2 and 2 again. Also, there is political balance, with
one from the Labour Liberal Group, one from the Independent Group and two from
the Plaid Cymru Group. I have also got older and younger people, so I believe
that I have taken everything into consideration - I hope that you agree. There are 75 of us on the Council, and only
room for 4 on the Board. I have done my best."
A supplementary question by Councillor Sion Jones
"Is the Cabinet Member willing to reconsider and
re-organise the members every two years?"
Response - Cabinet
Member for Housing, Leisure and Culture, Councillor Craig ab Iago
"Firstly, we appoint Councillors to the Board. I
agree that there is a need for clear representation on the Board from among the
tenants, but this is not my role. My role is to appoint wise people who will
try and collaborate with CCG to get the best for the residents of Gwynedd, and
I believe that I have succeeded. There are now plenty of opportunities in CCG
to appoint tenants, or possibly a tenant would be able to buy a share in the
company and then that person has the opportunity to voice an opinion, but it is
not my role to appoint the tenants' representatives. If Councillor Sion Jones
has any issues he would like to raise, I have not heard about them thus far. I
have seen the emails he sent and the campaign on Twitter and Facebook, but he
has not contacted me at all. I am certain that the four members who are present
are open to listen to what he has to say regarding the concerns of the tenants
as it is very important and this is why CCG is there. But they have not raised
anything with me that has been raised by the Councillor. If it is the
Councillor's wish for me to consider this every two years, I am happy to do so.
At present, I am happy with the people who are there. If any of them wish to step down at any
time, that is another issue, and I will consider the successive member at that
time."
(4) Question from Councillor Mike Stevens
“What is the delay in implementing the new protocol for officers
responding to members' communications, e.g. letters, e-mails or phone calls?”
Response - The
Deputy Leader, Councillor Mair Rowlands
“Section 21 of the Council's constitution
contains the Protocol on Member and Officer Relations and it includes guidance
on the provision of advice and information to members by officers together with
the time-scale for responding. The
Council adopted the Protocol in its current form in 2014 as part of a review of
the Constitution.
The protocol is in
the process of being reviewed at present.
At the same time, a guidance and explanatory note for officers, which
will contain simple principles on responding to enquiries from elected members,
is also being developed alongside the protocol. It is likely that the guidance
will contain clear principles, including dealing with members in a respectful
way, responding as promptly as possible etc.
The review of the
Protocol on Member / Officer Relations has been led by the Standards Committee
and, as well as a consultation with members, it will also be considered by the
Democratic Services Committee in the spring with the intention of reporting on
any adaptations to the Council in May.
And this is due to the current schedule of committee meetings.
A supplementary question by Councillor Mike Stevens
"Can we have a clear time-scale and guidance
regarding how they should respond to members?"
Response - The
Deputy Leader, Councillor Mair Rowlands
"In terms of the protocol itself, it will
probably already be done and implemented, before the Democratic Services
Committee discusses it in May. Also, the guidelines will have been developed,
which are more specific, and refer to the exact amount of time we would expect
an officer to take to respond. I have not personally received as many
complaints as that regarding a lack of response from officers, but to be
honest, over the years, I'm sure that I myself have experienced this and I
would welcome anyone to approach me with more complaints. The Democratic
Services Committee is also looking at the matter and a request will be sent out
to ask for examples of this. Therefore, please forward anything. As a result of
the question I have just answered for Councillor Eryl Jones-Williams, we also
have to take into account the reality of the situation and the pressure that
Council staff can face, but I agree that they need clearer guidance so that
they are aware of the protocol."