Agenda and minutes

Venue: Norfolk Room, The Conference Suite, Elizabeth House, Dereham

Contact: Committee Services  Tel: 01362 656870

No. Item


Minutes (Agenda Item 1) pdf icon PDF 55 KB

To confirm the minutes of the meeting held on 8 January 2014.


The Minutes of the meeting held on 8 January 2014 were confirmed as a correct record and signed by the Chairman.


Non-Members wishing to address the Meeting (Agenda Item 5)

To note the names of any non-Members who wish to address the meeting.


Councillor Smith was in attendance as Executive Member for Corporate Services and Quality Assurance with responsibility for Human Resources and Training.


Local Joint Consultative Committee : 6 February 2014 (Agenda Item 6)

To adopt the unconfirmed minutes of the Local Joint Consultative Committee meeting held on 6 February 2014.


The Minutes of the Local Joint Consultative Committee (LJCC) meeting held on 6 February 2014 had been handed to Members before the meeting commenced.


The Chairman of the LJCC said that they had been very impressed by the presentations.  


The recommendations in the Minutes would be taken under the relevant Agenda Items.


Review of Remuneration Package (Agenda Item 7) pdf icon PDF 108 KB

Report by the HR Manager.

Additional documents:


The Human Resources Manager presented the report. 


The aim was to address the perceived inequality in the existing system and to enhance the rewards package.  All the options had been looked at and there was a list of recommendations.


Targets would be strengthened to ensure that they were SMART (Specific, Measurable, Achievable, Relevant and Time Limited).  Alongside the competency targets there would be assessments of behaviours.  A new appeals process would be brought in for staff deemed to be under-performing.


It was felt that the current basic performance increase devalued the ‘performing’ achievement and therefore a new layer would be introduced below that level.  There would be no cost of living increase but the ‘performing’ increase would be applied to all salary scales.  That might mean that some people could end up being paid below the lowest level of their grade but there would be robust evidence to support the reason for that and very limited numbers of staff would be affected.


Underperforming staff would be given prior notification of their failure to maintain the necessary grade and support would be given to reach the required standard before capability measures were introduced.


All appraisers would be given training and briefings would be held for all staff on the changes to the scheme.


A significant change was that the apportionment of Performance Related Pay (PRP) had been made fairer.  Currently the percentages for ‘Performing’ ‘Over Achieving’ and ‘Exceptional’ were pre-set and if the number of staff achieving those grades did not match the percentages it meant that some individuals had to be downgraded.  In future, PRP would be apportioned on the basis of the number of people achieving each category.  The pot of money available would remain unchanged, only the apportionment would change.  The Union could negotiate on the split of the pot between the three categories.


It was acknowledged that times were lean and the Council was not in a position to offer large salary increases therefore additional elements of reward had also been looked at, which would not significantly increase costs.


It was proposed to roll-out Total Rewards which would enable staff to buy things through a ‘salary sacrifice’ scheme.  Currently child care vouchers could be purchased in that way.  In future it was intended that cycling and computing schemes would be introduced along with the chance to buy shop vouchers which would give a small discount.  Staff would also have the opportunity to buy up to an additional five days’ leave with the reduction in salary being spread across the year.  It was not expected that the uptake of that option would be great, but it would be useful for planning parental leave.  All cases would have to be agreed by the individual’s Manager.


Finally, it was proposed to remove Grade 12 and uplift the bottom of Grade 11 to ensure that the lowest salary equalled the Living Wage.


Councillor Smith said the report was exactly what he had asked for.  He wanted to get the linkage between  ...  view the full minutes text for item 8.


Next Meeting (Agenda Item 8)

To note that the next meeting will be held on Wednesday 2 April 2014 at 10am in the Norfolk Room, Conference Suite, Elizabeth House, Dereham.


The arrangements for the next meeting on 2 April 2014 were noted.


It was agreed that the meeting scheduled for 21 May 2014 should be moved to avoid a clash with the European Parliamentary Elections to be held on 22 May 2014.  Details to be confirmed.


Exclusion of Press and Public (Agenda Item 10)

To consider passing the following resolution:


“That under Section 100(A)(4) of the Local Government Act 1972, the press and the public be excluded from the meeting for the following item of business on the grounds that it involves the likely disclosure of exempt information as defined in paragraph 3 of Part 1 of Schedule 12A to the Act”.






RESOLVED that under Section 100(A) of the Local Government Act 1972 the press and public be excluded from the meeting for the following items of business on the grounds that they involve the disclosure of exempt information as defined in paragraph 3 of Part 1 of Schedule 12A to the Act.



Breckland Training Services Annual Review 2012-13 (Agenda Item 11)

Report of the Assistant Director of Commissioning.


A short presentation will also be provided.

Additional documents:


An amended report had been tabled.


The Breckland Training Services (BTS) Manager gave Members a brief presentation on the progress of the Breckland Training Service so far. 


The Service had commenced in September 2012 and all the aims for the first twelve months had been achieved or exceeded. 


BTS had been branded and promoted to ensure visibility, with website optimisation work, a prospectus and flyers and a market stall promotional stand which was eye-catching and ensured that they stood out from the crowd at exhibitions.


Members were given examples of the different sorts of courses offered and the variety of organisations and Local Authorities that were clients of the Training Service. 


One highlight of 2013 had been the hosting of the LGA challenge which had been so successful that they had been invited to host again in 2014.  Another positive from that success was the additional business that had been generated by the delegates from the Challenge returning to their own Authorities and recommending the Training Service.


In fact, word-of-mouth recommendations and the reputation that the Service had achieved had proved to be the most successful promotional tools and had generated business, whereas the prospectus, which had been sent to every Authority in the country had generated none.


With regard to the future, the BTS Manager advised that to achieve the goals set for the next two years it would be necessary to make some changes:


  • Improve resilience by getting more customers;
  • Amend the organisational structure of BTS to split the work more evenly; and
  • Review the pricing structure.


Two risks to bear in mind were that the BTS Manager post expired on 30 April 2014 and that large numbers of changes could affect the quality of the service.


The Chairman asked about the value of the internal training that BTS provided to Members and Officers at no cost and the BTS Manager thought that it would equate to a large percentage of the annual training budget.

The BTS Manager left the room whilst Members discussed the recommendations.


Councillor Stasiak was concerned that if the BTS Manager left it would have a serious impact on the Service and Councillor Smith agreed.  He explained his thoughts on the way forward.


Councillor Williams advised that the LJCC had supported the proposal to keep the BTS Manager.


Other Members agreed and Councillor Goreham remarked that it was brilliant to listen to the BTS Manager as he had such enthusiasm, drive and motivation.  He was also appreciative of the enthusiasm of the Executive Member.




(1)               the success of the project’s first year as described in the BTS Annual Review be noted;

(2)               the Breckland Training Services Manager’s post be made permanent and the Breckland Training Service be continued as a cost recovery service in line with its three year goals; and

(3)               the current HR training team structure be reviewed.