Summary of questions - employee conference May 2025

Our employee conference covered several key topics, focusing on the new administration's policies and their impact on the council's operations and workforce.

Summary of the key topics

New administration's policies

  • Working from home: We don't have a definitive policy on working from home, leading to inconsistencies. The leadership team is working on defining a clear policy that balances work-life needs, wellbeing, productivity, and job requirements. This process will involve thorough consideration, staff consultation, and endorsement. The new administration is keen to understand the practical implications of working from home and how it applies within our organisation.
  • Equality and diversity: The new administration is keen to understand our business and priorities, including diversity, equality, and inclusion. Conversations are ongoing to ensure any changes are well-informed and considerate of our operations. We aim to work with the new administration to share our current practices and benefits.
  • Climate change: Discussions are ongoing to understand the practical implications of the new administration's stance on climate change and how it aligns with our existing initiatives. We are involved in activities such as providing services to the public, giving out grants, and helping improve fuel poverty.

Local government reorganisation (LGR)

  • Potential elections: If the proposals submitted in November are supported by the government, there could be elections to a shadow authority in 2027, a year before the new unitary authorities go live. This assumes the governments timeline remains as stated.
  • Difference between devolution and LGR: Devolution involves transferring power and resources to a local or mayoral combined authority, while LGR is about reorganising councils at a local level, moving from a two-tier model to unitary councils. Devolution focuses on transferring power, while LGR focuses on reorganising council structures.
  • Staff impact: Staff would be transferred to new organisations by 2028. The process will be transparent and consultative, ensuring staff views are considered. The shadow authority would appoint a chief executive and senior leadership, who would then design new structures for the organisation.

Recruitment and retention

  • Improvement: Recruitment and retention have significantly improved over the last two years, with vacancy levels at their lowest in three years. This success is attributed to collective efforts across our organisation, including social media posts, word of mouth, and the new strategic resourcing service.

Library services restructure

  • Consultation process: The consultation process for the library services restructure is ongoing. Staff are encouraged to provide feedback to ensure the plan is effective and inclusive. The timing is considered appropriate despite the potential of LGR, and a new head of service has been appointed to start in mid-June.

NHS service cuts and talking therapies

  • Current status: There are no current cuts to talking therapies. We work closely with the NHS to ensure a broad offer of services, and any changes will be managed strategically. We are working with partners such as schools and the police to deliver a comprehensive offer.

Commitment to inclusion, equality, and diversity

  • Recruitment practices: We are committed to creating a diverse and inclusive workforce. Recruitment is based on merit and skill, and any concerns about the process should be raised. We have policies in place to ensure fair and inclusive recruitment practices.

Addressing bullying

  • Zero-tolerance policy: We have a zero-tolerance approach to bullying. There are policies and frameworks in place to support staff, and concerns should be raised through the appropriate channels. We encourage staff to speak up and seek support through the employee assistance programme.

Developing future talent

  • Workforce planning: We are focusing on workforce planning, career conversations, and identifying skills within the organisation. Opportunities for personal development, such as roles as foster carers and governors, are encouraged. We aim to harness talent and provide career progression opportunities.

Armed Forces Covenant

  • Commitment: There are no indications that the new administration will not support the Armed Forces Covenant, promoting equality for veterans.

Disability benefit changes

  • Contingency plans: We are closely monitoring welfare reform and its impact on social care. We work to ensure that people receive the support they need, considering both national and local funding streams. We are focused on supporting vulnerable individuals and ensuring they receive the necessary benefits.

Positive outlook for the future

  • Commitment to public service: Despite challenges, there is a strong commitment to public service, digital innovation, and improving processes. We are embracing technology and AI to enhance service delivery and support staff. We are optimistic about the future and aim to continue making a positive impact.

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