Agenda, decisions and minutes

There were no declarations of interest.

The Portfolio Holder is asked to sign the minutes of the meeting held on 16 May 2017 as a correct record.

The minutes of the meeting held on 16 May 2017 were confirmed as a correct record and signed by the Finance and Staffing Portfolio Holder.

The Finance and Staffing Portfolio Holder agreed the following Community Chest funding:

The Finance and Staffing Portfolio Holder refused the following applications:

The Finance and Staffing Portfolio Holder deferred the following applications:

The Finance and Staffing Portfolio Holder considered a report on recent applications for funding from the Community Chest grants scheme for 2017/18.  Each application was considered against the scheme criteria.

The Head of Sustainable Communities and Wellbeing reported that the total amount of funding made available  in the Community Chest in 2017/18 was £55,000 and this was allocated on a first come first served basis.  The amount remaining for allocation was £30,225.16.

The Finance and Staffing Portfolio Holder agreed the following Community Chest funding:

The Finance and Staffing Portfolio Holder refused the following applications:

The Finance and Staffing Portfolio Holder deferred the following applications:

For the Portfolio Holder to consider the Council's strategy for Apprenticeships over the next four years, in line with the Government's Apprenticeship scheme

The Finance and Staffing Portfolio Holder:

(a)          Received and noted a report setting out details of the Government’s new Apprentice Scheme and apprenticeship levy; and

(b)          Approved the Council’s 4 year Apprenticeship Strategy.

The Finance and Staffing Portfolio Holder received a report which set out details of the Government’s new Apprenticeship Scheme and considered a draft Apprenticeship Strategy for South Cambridgeshire District Council.

The Apprenticeship Scheme required all employers with at least 250 staff operating in the UK, with an annual pay bill of over £3,000,000 to make an investment in apprenticeships.  This involved payment of an apprenticeship levy equating to 0.5% of their annual pay bill.  The levy would be collected by HM Revenue and Customs monthly and could be accessed by employers through an online digital service account.  Levy funding could be used for direct training and assessment costs for apprentices but could not be used to support apprentice wages.

Employers who paid the levy and were committed to apprenticeship training would be able to access more funds than the amount of levy paid through a ‘top up’ to their Apprentice Digital accounts.  It was not yet clear how this would work but it was anticipated that employers would be able to bid for additional funding based on certain criteria. 

The Government had also set a target for public sector bodies with 250 or more staff to employ an average of at least 2.3% of their workforce as new apprentices over the period 1^st April 2017 to 31^st March 2021.  Apprenticeships could be considered either for new recruits or as part of career development for existing staff.

It was noted that the annual levy payment for South Cambridgeshire District Council was £66,686.  This was based on a 0.5% levy of the Council’s gross salary bill and included a £15,000 Government allowance.  The apprenticeship target, based on 2.3% of the current headcount (426), equated to a requirement for 11 apprentices to start each year for the next three years.  The Portfolio Holder was invited to consider a draft strategy which set out how South Cambridgeshire District Council would optimise use of its apprenticeship levy contributions and meet the Government’s public sector apprenticeship targets.

The Portfolio Holder raised a number of issues related to partnership working, in particular 3C Shared Services partners.  In response to a question it was noted that it would be difficult to spread costs across partners as the employing body was ultimately responsible for paying the levy. The Council would however endeavour to work with partners to optimise use of the apprenticeship levy and where possible procure training providers.  It would also seek to take advantage of opportunities arising from the Greater Cambridge City Deal skills funding initiatives.  The Council would also work with village colleges to promote opportunities.  The possibility of holding an open day to showcase South Cambridgeshire District Council as a potential employer was suggested.

The Finance and Staffing Portfolio Holder agreed:

(a)          To note the report setting out details of the Government’s new Apprentice Scheme and apprenticeship levy; and

(b)          To approve the Council’s 4 year Apprenticeship Strategy.

The Finance and Staffing Portfolio Holder received and noted a report analysing the turnover of staff between 1^st January and 31^st March 2017.

The report emphasised that regular reporting of turnover was intended to highlight trends, inform recruitment decisions and where necessary, promote change within a team or service in order to achieve the Council’s objectives.

The Portfolio Holder noted changes to the exit interview process.  He welcomed the increase in the number of exit interviews completed, but felt there remained room for further improvement.  In response to a question about work experience, it was noted that arrangements were in place to offer eight two week placements.  This would include for the first time students from Cambourne Village College.  It was acknowledged that this would present an ideal opportunity to promote the benefits of securing an apprenticeship with the Council.

The Portfolio Holder suggested that it might be timely to review the Council’s recruitment process balancing the desire to offer job opportunities to existing staff against the benefits of attracting ‘new blood’ via external advertising campaigns.

The Portfolio Holder will maintain, for agreement at each meeting, a Work Programme identifying all matters relevant to the Portfolio which it is believed are likely to be the subject of consideration and / or decision by the Portfolio Holder, or recommendation to, or referral by, the Portfolio Holder to Cabinet, Council, or any other constituent part of the Council.   The Programme will be updated as necessary.  The Portfolio Holder will be responsible for the content and accuracy of the Work Programme.

The Finance and Staffing Portfolio Holder noted the work programme identifying items for discussion at future meetings.

The next meeting has been set provisionally as a Grants meeting on Tuesday 18 July 2017 at 6.00pm.

It was noted that the next meeting would take place at 6.00 p.m. on Tuesday 20^th June 2017.

Each of the appendices attached to this report contains information that is restricted and not for publication. If it is intended that such information should be discussed at the meeting, Members are referred to the text below relating to the exclusion of Press and Public. If an appropriate resolution is passed, the minute of the discussion will also be restricted.

The Finance and Staffing Portfolio Holder received and noted a confidential report containing information about sickness absence for the period 1^st January 2017 to 31^st March 2017. This report was the latest in a quarterly cycle of monitoring reports, and detailed performance as at the end of 2016/17.

The Head of People and Organisational Development reported that there had been a significant increase in absence during this quarter and explained that an analysis of available data had established this was mainly attributable to an increase in headcount following the TUPE transfer undertaken within the Shared Waste Service.  Management action was being taken to address this.

It was noted that a key area of concern was the continuing delays caused by line managers  in the notification of absences and completion of return to work meetings.  This could result in a delay in putting in place appropriate measures to support employees as well as causing inaccurate reporting.  The Portfolio Holder reinforced the role and responsibility of service managers in terms of active attendance management in particular, the need for prompt reporting of absences and close liaison with HR in terms of employee support, in line with the Council’s Attendance Management Policy.  He undertook to look at this in more detail, where necessary raising concerns with the appropriate service Portfolio Holder.  With that in mind, he asked that the next monitoring report contain a more detailed breakdown of performance.