►
From YouTube: BasingstokeGov - Human Resources 27/02/2023
Description
No description was provided for this meeting.
If this is YOUR meeting, an easy way to fix this is to add a description to your video, wherever mtngs.io found it (probably YouTube).
A
So
hello,
everybody
and
welcome
so
we're
in
the
committee
Suite
tonight
and
just
to
let
you
know
that
there
are
no
fire
alarms
scheduled
for
this
evening.
Therefore,
if
the
fire
alarm
sounds,
please
evacuate
the
building
immediately.
The
fire
exit
is
located
at
the
side
of
this
room,
three
reception
and
then
meet
up
in
the
war
memorial.
This
meeting
is
being
webcast,
so
we're
live
on
the
internet
and
it'll
also
be
available
on
YouTube
after
this
meeting
and
kind
of
just
ask
that
everybody
ensures
their
mobile
phone
is
turned
off
or
on
silent.
A
Thank
you,
okay,
so
apologies
for
absence,
council
ratican
is
unable
to
attend,
and
Council
Williams
has
sent
his
apologies,
but
we
are
hoping
councilor
Harvey
will
be
in
attendance
shortly
to
sub
I.
Think
everybody
else
is
here:
okay,
agenda
item
two:
are
there
any
Declarations
of
Interest
nope
number
three,
any
urgent
matters,
nope
Okay!
So
we've
got
item
four.
The
minutes
of
the
meeting
held
on
the
21st
of
November.
A
B
Thank
you
chair
good
evening.
Everyone
I'm
just
going
to
do
a
quick
summary
for
you
of
the
HR
operations
and
Workforce
report
as
usual.
This
contains
huge
amounts
of
information
related
to
all
aspects
of
our
HR
data
that
we
hold
in
relation
to
our
Workforce,
so
I'm
just
going
to
pull
out
a
few
key
elements
from
it
and
then
obviously
take
any
questions
that
any
of
you
have.
B
So
the
initial
part
of
the
report
focuses
on
our
Workforce
demographic
information
for
those
of
you
that
have
been
in
attendance
at
committee.
Previously,
you
are
perhaps
I've
noticed
that
it's
in
a
slightly
different
format.
So
previously
we
used
to
have
the
data
in
a
number
of
different
areas,
and
we
felt
in
terms
of
you
being
able
to
really
see
it
in
a
Sim
format.
B
Similarly,
our
data
in
relation
to
ethnic
and
cultural
background
is
broadly
in
line
with
that
in
the
borough,
so
we
have
just
over
81
of
our
Workforce
reporting
as
white
within
the
census.
It
was
88.5
in
the
borough.
Also
of
note,
we
have
seen
an
increase
in
staff
reporting
as
being
from
ethnic
minority
communities.
So
again,
that's
something.
B
That's
really
positive,
as
we
continue
to
to
focus
on
making
our
our
organization
as
attractive
and
accessible
as
possible
to
to
come
and
work
within
in
terms
of
establishment
and
turnover,
which
is
section
4
within
the
report.
You'll
note
that
there's
been
a
slight
reduction
in
hedge
account
and
full-time
equivalent
or
FTE.
Obviously,
this
is
based
on
when
the
data
report
was
run
clearly
in
terms
of
things
like
turnover.
B
We've
got
a
number
of
ways
that
we've
cut
the
data
in
terms
of
our
levers
within
the
organization,
so
reason
for
leaving
service
area
length
of
service
grade
Etc
no
particular
patterns
to
note
around
that,
but
again
they're
things
that
we
monitor
on
an
ongoing
basis
to
see
whether
there
are
any
particular
Trends
over
time
in
relation
to
sickness
absence.
Again,
this
is
an
area
of
data.
This
would
be
very
important
to
us
as
an
organization,
so
something
that
we
we
tend
to
look
at
and
cut
in
a
number
of
different
ways.
B
So
again,
if
I
do
a
brief
comparator
to
the
same
period
last
year
and
again,
this
is
additional
data
to
that.
That's
within
the
report.
So
the
report
indicates
that
we've
had
a
reduction
in
the
average
days
lost
the
same
period
last
year,
so
April
to
December
last
year
was
6.49.
Average
days
lost
it's
4.32
this
time,
which
again
is
positive
in
relation
to
the
Target
that
we
have
as
an
organization
as
well
and
again.
You'll
also
be
able
to
note
this
data
around
long
to
short-term
absence.
B
B
So
you'll
note
in
section
5.5
that
covid
for
the
most
recent
period
was
the
highest
reason
for
absence
with
the
second
being
anxiety,
stress
and
depression,
so
I'll
take
them
in
that
order,
starting
with
covid
and
positive,
to
note
that
the
average
length
of
absence
due
to
covert
has
decreased
so
compared
with
last
year.
People
are,
on
average
off
for
nine
days
with
covert
it's
now
3.9,
but
it
has
become
our
top
reason
for
absence.
B
So
the
bits
that
I
I
just
skipped
over
and
just
because
that
sort
of
followed
on
from
the
conversation
around
sickness
is
the
recruitment,
equality,
monitoring
information.
So
the
recruitment
data.
So
again,
you'll
notice.
This
is
presented
in
a
similar
format
to
that
of
our
current
Workforce.
So
just
some
positive
headlines
from
that
to
to
note,
we've
had
an
increased
percentage
in
applications
from
those
into
that
in
that
18
to
24
age
range,
which,
as
I
mentioned
earlier,
is
the
lowest
age
range
that
we
have
within
our
current
Workforce.
So
that's
really
positive.
B
Just
briefly
wants
to
talk
about
some
of
the
recruitment
activity
that
we've
been
doing
and
again.
This
is
something
that's
come
up
previously
within
committees,
so
between
the
1st
of
November
and
today,
we've
had
23
new
starters
to
the
organization
across
a
range
of
different
Services,
Finance
planning,
customer
services
parks
and
Street
Scene
housing
Etc
and
during
that
same
period,
we've
advertised
56
roles
again
across
the
organization.
C
Thank
you
for
that
Sarah.
That's
very
useful
I'm,
just
having
a
look,
and
one
of
the
things
of
that
we
talked
about,
is
that
you
sort
of
went
through
on
the
section
3.2
and
looking
at
the
sort
of
decrease
in
actual
number
of
people
that
consider
themselves.
Disabled
and
I.
Think
I
think
you
sort
of
hinted
at
in
the
recruitment.
I
think
that
was
about
10
in
the
recruitment
itself,
which
seemed
to
be
about
the
same
as
that.
C
But
obviously
it's
good
to
see
that
we've
got
more
people
who
represent
the
different
ethnic
communities
coming
in,
which
represents
the
town,
but
obviously
from
the
disability
thing.
Is
there
anything
you're
doing
to
try
to
encourage
more
disabled
people,
especially
if
you
have
an
aging
population,
which
also
means
potentially
more
disability?
B
B
So
I
think
there's
something
about
our
existing
Workforce
and
how
we
make
it
a
safe
space
for
people
to
declare
that
they
do
have
a
disability
and
again
when
you
look
at
the
definition
under
the
equality
Act
of
what
constitutes
a
disability,
it's
incredibly
broad.
So
my
sense,
probably
is
there
are
more
of
our
members
of
Staff
who
have
a
disability
than
maybe
have
declared
that.
So
we
need
to
unpick
that
a
little
bit
more.
B
So
have
we
created
a
safe
environment
for
to
declare
that
they
have,
and
things
like
that
will
help,
but
also
really
helping
people
to
understand
what
having
a
disability
does
mean
because,
as
I
say,
there
are
a
huge
range
of
conditions,
if
you
like
that,
would
be
covered
within
that
in
terms
of
going
out
and
encouraging
people
with
a
disability
to
join
us,
as
well
as
the
general
employability.
Events
that
we're
doing.
B
We
do
do
specific
work
experience
for
example,
and
have
linked
up
with
other
partner
organizations
again
to
just
try
and
enable
individuals
to
have
a
route
into
the
organization.
But
it's
something
that
we
kind
of
continue
to
work
on
with
all
of
those
protected
characteristics.
I
think
that's
just
as
important
as
all
of
the
others.
D
Yeah
thanks
for
a
very
sort
of
clear,
easy
to
read,
report
and
they're
called
the
councilor
Justine
is
saying
it's
nice
to
see
an
uptick
in
the
in
the
diversity
side
of
things.
Most
of
the
data
that's
presented
is
two
full
years
and
one
part
year,
except
for
the
quality
strand
information
I.
Just
wonder
if
there's
a
reason
for
not
going
as
far
back
one
year
to
actually
be
able
to
see
whether
there's
a
trend,
as
opposed
to
just
a
change.
B
Thank
you.
So,
yes,
there
is,
and
the
the
short
and
and
simple
answer
to
that
relates
to
the
change
in
HR
System,
so
where
we've
moved
over
to
a
different
system,
both
in
terms
of
our
recruitment
side
and
also
in
terms
of
our
current
Workforce,
we've
actually
expanded
the
equality
data
that
we
collect.
So
previously
it
was
quite
a
limited
data
set,
but
we
do
actually
collect
much
wider
data
now
and
again
we're
collecting
data
down
to
a
more
granular
level.
C
The
second
one,
and
then,
when
you
look
also
at
the
surface
area
for
average
days,
lost
your
environment
and
Community
Services
having
a
negative
performance
against
the
corporate
Target
I've
got
a
feeling.
This
was
an
issue
and
I.
Think
one
of
the
things
we
talked
about
was
our
recall
correctly
was
around
the
it's
very
well
because
of
weather
dependency
and
phys
and
the
manual
work.
So
is
this
still
an
issue
or
is
there?
Are
you
sort
of
starting
to
see
some
sort
of
work
on
trying
to
get
this
to
reverse
the
trend.
B
Foreign,
thank
you
so
I
think
a
couple
of
things.
I
would
say
in
response
to
that,
and
actually,
when
you've
raised,
that,
that
occurs
to
me
that
if
you
look
at
section
5.4
where
we've
got
the
synchronous
data
and
we've
got
the
average
number
of
Staff
in
the
area,
it'll
probably
be
quite
useful
to
have
that
so
that
you
can
map
across,
because
if
you
go
back
to
the
table
that
you're
referring
to
in
terms
of
4.3,
yes,
we've
had
in
terms
of
the
percentage
of
overall
head
count
of
all
our
staff.
B
The
12
resignations
would
be
two
percent,
but
actually,
when
you
look
at
it
in
a
percentage
of
the
number
of
Staff
in
that
area,
obviously
we
have
many
more
staff
in
that
area.
So
you
would
expect
there
to
be
more
resignation.
So
I
think
that's
a
useful
point
for
us
to
pick
up
for
next
time
to
help
you
in
terms
of
of
deciphering,
the
report
so
I
think
they're
broadly
in
line
with
the
numbers
within
those
service
areas.
Because
again,
planning
is
a
much
bigger
business
unit
than
quite
a
lot
of
the
others
listed
there.
B
But
I
appreciate
you
having
to
potentially
flip
between
two
two
reports
to
look
at
that
and
so
yeah.
Yes,
there
will
always
be,
especially
within
Hospital
parks
and
streets,
seeing
those
challenges
of
being
a
very
Frontline
or
Weather
Service,
and
obviously
that's
something
that
we
continue
to
to
support
staff
with,
but
as
I
say,
we'll
we'll
look
at
how
we
can
map
that
across
next
time.
But
I
don't
think
it's
an
indicator
of
particular
issues
in
those
areas.
I
think
it's
an
indicator
of
having
more
staff
in
those
areas.
C
B
So
again,
I
think
it's
it's
always
difficult.
Isn't
it
I,
whilst
I
appreciate
why
there
are
corporate
targets
around
things
like
sickness
I,
think
it's
always
very
challenging,
because
actually
it's
it's
not
something
that
we
we're
not
wanting
people
to
reach
a
Target,
we're
wanting
to
keep
people
well
and
and
to
keep
people
at
work
and
enable
them
to
return
to
work
as
quickly
as
we
can.
What
I
would
say
is
around
average
days
lost.
B
They
can
be
skewed,
especially
in
areas
and
not
maybe
not
so
much
in
terms
of
environment
Community,
but
some
of
our
smaller
areas,
where
you
might
have
individuals
off
one
or
two
individuals
off
for
a
long
period
and
when
you
look
at
average
days
for
everyone.
Obviously
that
can
skew
those
figures,
so
I
think
it's
important
to
say.
This
is
why
we
cut
the
data
in
a
number
of
different
ways.
B
So,
rather
than
looking
at
one
table
and
one
set
of
data
and
saying
there's
an
issue
or
everything's
fine,
it's
looking
at
a
number
of
I,
guess,
versions
of
that
to
try
and
make
sure
that
that
we're
we're
clear
where
the
issues
are,
but
also
typically,
those
kind
of
services
would
have
a
sort
of
higher
sickness
absence
rate
doesn't
mean
we
shouldn't
support.
Staff
doesn't
mean
we
shouldn't
do
everything
we
can
to
enable
staff
to
to
stay
well
and
to
to
be
back
at
work.
B
B
So
I
guess
there's
a
there's.
A
couple
of
answers
to
that
I
think
we,
like
most
local
authorities,
have
certain
areas
that
are
challenging,
especially
at
the
moment.
So
we
know,
for
example,
nationally
areas
like
planning
are
incredibly
difficult
and
we're
not
immune
to
that
as
an
organization,
and
so
there
certainly
are
particular
services
that
are
challenging
I.
Think
for
us
because
of
the
nature
of
some
of
the
things
we're
doing
as
an
authority,
so
we're
doing
lots
of
really
positive
work
around
regeneration.
Again,
some
of
those
roles
can
be
tricky.
B
Although
we've
had
some
some
really
good
successes
in
that
area.
I
think
it's
also
important,
and
again,
we've
mentioned
this
before
to
recognize
that
we
are
geographically
in
a
really
challenging
position
as
well.
So
actually
we
don't
attract,
for
example,
London
waiting
in
the
same
way
that
some
other
authorities
not
that
much
closer
to
London
than
us
would
do,
and
actually
we
are
in
in
the
south
of
England
and
we
are
in
close
proximity
to
London.
B
A
F
Suppose,
just
to
briefly
add
to
what
Sarah
said
it
is
a
challenge
for
the
sector.
Overall
I
mean
my
personal
views.
We
just
don't
have
enough
young
people
coming
into
the
sector
and
a
whole
range
of
skill
areas.
Planning
is
one
another
significant
challenge,
particularly
in
its
specialist
areas
such
as
planning
and
property,
is
you
can
earn
multiple
times
often
working
for
the
private
sector,
with
the
skill
sets
perhaps
you've
developed
within
the
public
sector,
and
you
know
that
that
is
a
that's.
F
B
B
So
I
think
it's
it's
an
interesting
question:
isn't
it
around
those
that
have
been
here
for
that
length
of
time?
I
think
we
have
to
recognize,
there's
probably
a
number
of
factors
to
that.
So
we
are
a
relatively
small
organization
in
comparison
to
others.
So,
for
example,
large
unit
trees
or
County
councils
will
have
potentially
many
more
layers
within
the
hierarchy
in
terms
of
places
that
that
people
can
develop
into
so
I
think
that's
one
factor.
B
I
think
we
also
have
to
recognize,
which
is,
is
what
Russell's
just
alluded
to
that.
You
know
we
do
have
some
challenges
in
terms
of
other
places
that
staff
in
all
sorts
of
functions,
including
many
of
our
corporate
functions
like
finance
and
HR.
Again,
you
can
attract
much
higher
wages
in
in
some
of
our
private
sector
competitors.
So
I
think
it's
something
that
we
continue
to
look
at,
but
also
it's
really
important
that
we
do
develop
our
staff.
B
We
absolutely
hope
that
they
will
stay,
but
we
have
also
have
staff
who've
left
us
and
who've
come
back
to
the
authority,
so
there
is
also
something
about
sounds
a
bit
trite,
but
but
leaving
well
in
terms
of
still
maintaining
that
relationship
with
staff,
because
actually,
even
if
they
do
move
on
and
maybe
gain
additional
skills
elsewhere,
they
may
well
still
come
back
to
us
as
an
authority
if
we're
seen
as
a
good
employer.
So
even
if
people
are
leaving
us,
it's
still
really
important
to
kind
of
maintain
those
good
working
relationships.
F
Just
briefly
add
to
that
so
absolutely,
and
there
will
be
elements
of
that.
I
think
also,
certainly
something
I've
noticed
over
the
last
year
and
a
half,
particularly
at
all
levels
of
this
organization
and
other
organizations
is
I.
Think
the
pandemic
of
has
often
made
people
think
about
different
Life
Choices
different
career
choices,
so
I
think
there's
an
element
of
that
at
play
and
I
think
the
other
thing
I'd
say
which
I
think
I've
said
in
HR
committee
here
before
not
all
turnover
is
actually
a
Bad
Thing.
A
That
came
to
the
court.
Oh
well
done,
okay,
so
some
questions,
I,
don't
think
there'll
be
anything
to
debate
on
this.
So
are
we
all
okay
to
note
the
report
with
the
recommendation
of
the
of
Sarah
and
her
team,
looking
at
the
layout
of
the
report
for
sickness
against
resignations,
yeah,
perfect,
okay!
So
the
next
one
is
the
gender
pay
Gap
report,
so
we've
got
Louise
Stoner
here
to
introduce
so
same
format
as
before,
Louise
will
present
and
then,
if
you've
got
any
questions.
Thank
you.
G
Thank
you
very
much
so
just
to
provide
some
background
information.
The
gender
pay
Gap
is
a
valuable
tool
for
assessing
levels
of
equality
in
the
workplace
in
relation
to
the
female
and
male
participation
and
how
effective
Talent
is
being
maximized.
The
council
is
required
under
legislation
to
publish
information
relating
to
the
relative
pay
gap
between
the
male
and
female
employees,
and
this
shows
the
difference
between
the
average,
which
could
be
the
mean
or
the
medium
earnings
of
men
and
women
in
line
with
many
other
employers.
G
G
This
is
compared
to
the
council's
medium
gender
pay
gap
for
2022,
which
was
minus
27.4
in
favor
of
women,
and
so,
although
the
council
does
not
pay
bonuses
as
such,
honorarians
can
have
a
performance
element,
so
they
need
to
be
declared
alongside
long
Service
Awards.
The
council's
main
bonus
gender
pay.
Gap
is
11.7
in
favor
of
men
in
2022,
with
only
3.3
percent
of
relevant
employees
receiving
this
honor
area
payment
or
long
service
award
and
just
a
flag
with
small
numbers
involved.
G
It
can
actually
skew
the
results
and
as
as
advised
in
the
report
paper,
the
2021
mini
mean
bonus.
Gender
pay
Gap
was
minus
21.5,
so
just
to
summarize
the
council's
position
overall
in
a
good
position
and
compare
him
favorably
with
the
gender
pay
gap
of
other
organizations,
and
this
therefore
does
reflect
the
Casper
council's
aspirations
to
be
a
fair
and
inclusive
employer.
I
welcome
any
questions
arising
from
the
report.
A
A
G
Thank
you
very
much,
so
the
purpose
of
the
pain
benefits
review
is
to
provide
a
fair
and
transparent
system
for
establishing
pay
grades
and
relevant
allowances
to
best
ensure
that
the
council
continues
to
attract
and
retain
staff
respond
to
Market
changes
and
comply
with
equal
pay
legislation.
It's
also
sought
to
enable
a
full
review
of
spans
of
control
across
the
organization
with
a
view
to
rationalizing
the
current
structure.
G
To
achieve
this,
the
review
has
been
designed
with
four
work
streams
which
are
detailed
into
the
report.
The
first
work
stream
being
an
introduction
of
a
new
job
evaluation
system
to
enable
a
fair
and
transparent
system
for
assessing
the
worth
of
job
roles.
Number
two
is
the
review
of
excess
existing
job
roles
within
the
council
in
line
with
the
job
evaluation
system
as
job
families,
and
then
the
third
stream
is,
is
review
of
the
benefits
package,
which
includes
pay
benchmarking
and
number
four
is
review
of
spans
of
control
across
the
council.
G
The
council
has
been
working
with
corn
ferry
to
deliver
the
two
work
streams
related
to
the
new
corn
Ferry
hay
job
evaluation
system.
We
can
confirm
that
all
existing
roles
have
been
evaluated
under
hay
and
pay.
Modeling
has
also
been
undertaken
in
December,
as
detailed
in
the
report.
Engagement
work
was
undertaken
with
staff
to
gather
feedback
on
the
current
benefits.
Package
survey
was
sent
out
to
all
members
of
staff,
and
this
resulted
in
a
61
percent
response
rate,
which
is
340
responses.
G
So
the
results
gathered
from
this
survey.
We
were
really
able
to
identify
what
benefits
are
most
valued.
It
also
provide
us
with
a
variety
of
comments
and
feedbacks
in
to
put
it
into
perspective.
There
was
over
367
comments,
and
this
was
on
ideas
for
new
benefits
or
making
amendments
to
existing
ones
that
we
already
have
benchmarking.
Work
in
relation
to
benefits
offered
in
other
organizations
has
also
been
collected
and
a
proposed
benefit
package
which
is
currently
going
to
be
reviewed,
as
advised
in
the
reports.
G
E
B
So
I
think
I
can
I
can
pick
that
one
up,
so
this
that
section
is,
is
very
much
talking.
I
guess
around
the
background
to
the
report
and
a
bit
like
we
talked
about
earlier
on
recognition
that
our
proximity
to
London
does
present
a
challenge,
so
I
think
in
terms
of
the
benchmarking
data,
we're
using
and
to
I
guess
manage
expectations
around
that.
That's
not
suggesting
that
we
are
going
to
be
able
to
to
pay
the
same
as
you
would
get
in
central,
London
or
necessarily
in
terms
of
London
waiting.
B
But
what
it
is
trying
to
do
is
to
position
us
well
within
the
market
in
this
area,
I'm.
Obviously,
within
the
constraints
in
terms
of
you
know
what
is
Affordable
as
a
local
Authority
and
that's
the
that's,
the
balancing
act
that
we're
going
through
with
that
information.
So
I
think
that's
it's
a
piece
of
information,
but
obviously
it's
it's
not
the
only
one
that
we're
using
in
terms
of
coming
to
that
final
answer
around
our
pay
structure.
E
G
Oh
sorry,
we
offer
a
range
of
benefits,
so
this
is
from
a
cash
plan.
The
health
scheme,
a
healthcare
cash
plan
scheme
and
we've
also
asked
for
feedback
such
as
we
offer
a
range
of
well-being,
support
So
as
part
of
the
cash
plan.
We
have
an
employee's
assistance
program.
We've
also
asked
for
feedback
on
kind
of
annual
leave.
G
E
B
Absolutely
so,
in
terms
of
the
range
of
benefits
we
offer,
we
do
have
a
number
of
what
you
might
term
travel
related
benefits
as
well.
So
we
have,
for
example,
a
lease
car
scheme
salary
sacrifice
scheme.
We
have
poor
cars,
poor
bikes.
There
are
discounts
on
public
transport,
those
kind
of
benefits
as
well,
so
we
have
been
working
in
conjunction
with
our
colleagues
in
the
climate
change
team,
especially
around
those
types
of
benefits,
but
also
some
of
our
other
things
that
are
integral
to
how
we
work.
B
Things
like
mileage
claims,
for
example,
to
really
look
at
how
we
need
to
shape
the
benefits
moving
forward
because,
yes,
we
need
to
deliver
our
services
as
an
organization
and
that's
really
important,
but
actually
because
we've
declared
that
climate
emergency.
How
do
we
also
weave
that
in
and
how
do
we
create
that
balance
between
those
two
things?
And
so
yes,
we've
been
continuing
in
conversations
with
our
colleagues
as
we
will
do
moving
forward,
so
that
is
absolutely
Forefront
in
the
conversation
as
well.
A
A
G
Guys,
thank
you.
Thank
you.
Thank
you.
So
constitutionally.
The
committee
are
responsible
for
a
kind
of
agree
in
a
set
of
policies
that
have
a
significant
impact
on
staff
and
costs
to
the
council,
and
these
policies
are
all
detailed.
In
section
2.1
of
the
report,
there's
nine
various
policies,
that's
set
out
in
the
report.
G
What
we've
actually
done
today
we're
actually
bringing
two
policies
that
have
had
some
minor
revisions,
and
these
are.
This
is
the
disability
and
accessibility
policy
and
the
grievance
policy
and
procedure,
and
so,
if
we
just
go
through
those
policies
and
then
we'll
come
back
to
the
actual
schedule,
so,
as
I've
said,
they've
had
minor
revisions
made.
These
are
all
listed
in
the
report
and
they
relate
to
items
such
as
formatting.
G
We've
also
included
the
hybrid
and
virtual
meetings
into
the
policies
just
and
have
provided
further
Clarity
on
aspects
of
the
process
as
well
as
listed,
and
so
just
to
advise
the
purpose
of
the
disability
and
accessibility
policy.
It
sets
out
how
the
council
will
work
to
eliminate
discrimination
on
the
grounds
of
disability
and
how
the
council
will
make
reasonable
adjustments
to
help
support
people
with
a
disability.
This
policy
also
covers
access,
such
as
access
to
employment
and
customer
facing
and
partner
work,
and
then
the
next
policy
is
the
grievance
policy
and
procedure.
G
As
said
in
section
4.2,
there
was
some
changing
of
the
terminology
and
also
to
give
further
clarification
on
the
mediation
process,
as
we
engage
with
a
third
party
in
relation
to
that,
so
they
have.
They
have
seen
that.
So
that's
the
first
part,
if
welcome
any
questions
regarding
the
kind
of
revisions
that
we've
actually
put
in
and
suggesting.
D
G
Okay,
thank
you.
So
the
second
part
of
this
section
was
to
review
and
approve
the
updated
policy
review
schedule,
and
so
a
new
schedule
has
been
put
together
and
this
is
really
to
ensure
that
the
policies
can
be
timed
across
the
scheduled
committees,
and
this
is
detailed
in
section
2.5
of
the
report
and
just
to
provide
some
context
in
September
2021.
The
committee
approved
a
schedule
for
policies,
and
this
has
now
been
completed
so
section
2.5
displays
the
news
schedule.
A
A
B
B
So
the
main
purpose
of
the
statement
really
is
to
set
out
the
key
Council
policies
on
pay,
as
well
as
to
provide
some
information
on
the
pay
ranges
of
senior
officers
and
also
what's
known
as
the
relationship
between
the
highest
and
lowest
paid
Council
employees.
So
that's
expressed
as
a
ratio
and
as
noted
in
the
report
for
this
statement,
that's
a
ratio
of
4.56
to
1,
which
is
a
reduction
of
4.81
to
1
from
last
year.
So
as
I
say,
that's
the
the
highest
paid
Council
employees
against
those
and
that
are
lowest
paid.
B
So
the
statement
is
based
very
closely
on
the
one
for
the
current
year
with
the
changes
as
set
out
within
the
report.
So
there
are
some
minor
changes
to
draw
your
attention
to.
So,
as
you
would
expect,
salary
figures
have
been
updated
where
there
have
been
changes
as
a
result
of
starters
and
levers
within
the
organization.
We've
also
updated
job
titles
as
appropriate
where
there
have
been
changes.
B
Section
4.2
particularly
refers
to
the
pain,
benefits
review
and
obviously,
as
we've
already
heard
this
evening,
the
council
will
be
moving
to
the
corn
Ferry
hay
job
evaluation
scheme
during
the
coming
Financial
year
and
but
as
per
the
update
from
Louise,
we
need
to
undertake
the
consultation
with
Staff
first
in
advance
of
the
final
pain
benefits
structure.
Therefore,
this
can't
be
detailed
within
this
pay
policy
statement.
At
this
stage,
the
other
element
just
to
draw
your
attention
to
obviously
the
current
position
with
regards
to
the
National
pay
award
for
2023-24.
B
So
that's
yet
been
agreed
and
again
that's
referred
to
within
the
paid
policy
statement
and
then
again,
you'll
note
existing
delegation
in
terms
of
updating
the
pay
scales
as
and
when
that
may
be
agreed,
but
I
think
we're
we're
a
little
way
away
from
that
at
this
stage.
Happy
to
take
any
questions
on
the
statement.
C
C
One
thing
I
think
in
office
is
a
problem
trying
to
get
apprentices
in
I
think
this
is
something
we
talked.
Whilst
we
did
talk
about
either
last
meeting
or
meeting
before
and
I
was
looking
at
this
and
I
think
even
if
you've
got-
and
you
know,
obviously,
if
you've
got
apprentices,
they
could
come
in
age,
25
or
above
the
pay
is
still
incredibly
low.
C
So
you
know,
although
you
might
be
trying
to
attract
School
leavers
and
and
Co,
but
obviously
these
are
people
that
once
they
would
come
into
a
local
Authority
environment,
you
would
hope
would
be
people
that
are
likely
to
go
into
stay.
But
obviously
it's
just
trying
to
get
them
in
I
wondered
if
there's
anything-
and
this
might
be
a
local
authority
issue
around
the
country
and
it's
quite
difficult
to
deal
with.
But
looking
at
that
I
wonder
if
there's
anything
you're
considering
or
what
the
thoughts
are
around.
That.
B
Now,
so
yes
is
the
short
answer,
so
the
apprenticeship
pays
one
of
the
things
that
we're
looking
at
as
part
of
the
pain
benefits
review,
because
they
are
still
members
of
our
Workforce
for
the
the
period
of
time
that
they're
here
doing
their
apprenticeship
I.
Think
it's
also
fair
to
say
when
we've
done
benchmarking
across
other
organizations,
there
are
a
range
of
ways
that
that
people
kind
of
apply
their
apprenticeship
pay.
A
Okay,
so
are
we
in
agreement
then?
So
the
first
recommendation
is
the
pay
policy,
so
we
recommend
it
to
the
council.
Are
we
in
agreement
with
that
appendix
one
and
then?
The
second
point
we're
asked
is
to
note
the
existing
delegation
of
the
head
of
Human,
Resources,
Communications
and
policy
to
update
the
pay
statement
as
to
result
of
any
pay
Awards
which
cancel
is
contractually
bound
to
agree.