Apologies for absence
To note any apologies for absence.
Apologies were received from Cllrs Nigel Moor, Richard Boyles and Paul Hodgkinson.
The following members were present as substitutes: Cllrs Tim Harman, Carole Allaway-Martin and Iain Dobie.
To approve the minutes of the meeting held on 6 March 2020.
The minutes of the previous meeting held on 6 March 2020 were approved as a correct record.
To answer any written public questions about matters which are within the powers and duties of the Committee. The closing date/time for the receipt of questions is 10.00am on 7 September 2020.
Depending on the nature of the questions asked it may not be possible to provide a comprehensive answer at the meeting, in which case a written answer will be supplied as soon as reasonably possible after the meeting.
No public questions were received.
To answer any written members’ questions. The closing date/time for the receipt of questions is 10.00am on 7 September 2020.
No members questions were received.
To consider the attached report.
5.1 The Chair invited Mandy Quayle, Director of Digital and People Services, to present the report to the Committee, with comment from Peter Bungard, Chief Executive and Head of Paid Service.
5.2 The report was taken as read but Members noted the following points:
· The current Director of Social Care (DASS) is due to retire in spring 2021 and officers were aware from research that this was a particularly challenging role to recruit to, as was Public Health.
· There had been a significant amount of change already within the top team at the Council and there was a current senior officer with significant potential who GCC were at risk of losing.
· There are currently strong, operational deputy directors in both Adult Social Care and Public Health.
· The LGA Peer Challenge of the Council in 2018 had highlighted a need to improve GCC’s operating model, e.g. the top structure and this proposal would help to do that.
· There was a significant overlap in job roles, as a number of meetings were currently being attended by both DASS and Director of Public Health (DPH), as they were looking after an overlapping client group of vulnerable people.
· Having reviewed a number of factors, it was concluded that the most reasonable and positive way forward was to recruit to the position of Executive Director of Adult Social Care and Public Health which would replace the current arrangement of a DASS and DPH.
· It was viewed that this would balance the likelihood of being able to recruit externally with retaining internal stability.
5.3 Referencing the point made about the current deputy directors, a Member questioned whether there was a chance one of them would apply if the director position was advertised for. It was advised that they were both relatively recent appointments and were still growing into their own roles.
5.4 It was queried whether this was a pattern replicated in other local authorities or whether Gloucestershire would be a pioneer of the combined post. Officers had found 1 or 2 examples but confirmed it was a relatively unusual situation. It was pointed out however, that it was common for the DPH position to sit under one of the main directors and given the current pandemic, having the DPH post essentially at a deputy level, would not be a desirable model going forward.
5.5 Questioning the point on a national shortage of both director positions in the current market, it was accepted that it would never be guaranteed that GCC would be unable to recruit to the current position, but issues like this would always be a balance of choice for the organisation. Given the information received during research, it was accepted that there was a shortage of skilled directors in these areas and therefore the balance of choice weighed in favour of maintaining internal stability.
5.6 A member questioned whether there was any particular criteria/legislation the DASS position had to comply with. It was advised that the position has statutory obligations to carry out ... view the full minutes text for item 5.