Agenda and draft minutes

Scrutiny Board - Wednesday, 26th November, 2014 6.00 pm

Venue: Committee Room 3 - 3rd Floor - Civic Centre. View directions

Contact: Jonathan Pearce  01902 550741 or Email:

No. Item


Apologies for absence


Apologies for absence were received from Cllr Hodgkiss, for whom Cllr Brookfield attended as substitute.



Declarations of interest


There were no declarations of interest.


Minutes of the previous meeting (21 October 2014) pdf icon PDF 87 KB

[To approve the minutes of the previous meeting as a correct record.]



That the minutes of the meeting held on 21 October 2014 be approved as a correct record and signed by the Chair.


Matters arising


Cllr Simkins returned to the issue of appraisals from last Scrutiny Board meeting and questioned how the Managing Director is held to account and if this should have been a recommendation. It was explained that the Leader of the Council holds the Managing Director to account as does Scrutiny Board. There were no other matters arising.


C3 Programme pdf icon PDF 3 MB

[To consider and review a number of initiatives that support the delivery of the Council’s ‘Confident, Capable Council’ objective.]


Councillor O’Neill introduced the report by noting the benefit of this item being pre-decision scrutiny as it allows the Board’s discussion to inform the Cabinet meeting where the same report will be considered.


Keith Ireland gave an outline of five key aspects of the Confident Capable Council (C3) transformation programme covered by this report. He stressed the need for the Council to streamline its business processes and highlighted the Corporate Plan’s revised three priorities: 


  • Corporate.
  • Place.
  • People.


Starting with the corporate plan, Keith explained that there was a need for a clear and concise corporate framework on a single page, with which all employees should be able to identify whatever their grade. For senior employees the more detailed second level also identifies responsibilities and managerial leads, which then work through to individual work programmes. The Managing Director then noted that the revised plan would aid the employee appraisals process.


The Managing Director also introduced the draft Wolverhampton City Council marketing strategy, which sets out how the organisationwill identify, anticipate and satisfy customer requirements efficiently and effectively. He stressed the need to align the Council’s marketing strategy to the City, to maintain momentum and to show the Council as an excellent place to do business. New technologies need to be continually embraced to encourage investment. Furthermore, the Council should now see its role as an enabler and co-provider of services and not solely responsible for delivery. However, this did not mean outsourcing unless no alternatives were viable.


The Managing Director then drew the Board’s attention to a key recommendation to rebrand the Council’s word mark and become City of Wolverhampton’ rather than ‘Wolverhampton City Council’. Changes to signage will be rolled out as required following Cabinet approval. For example, the main entrance signs to the City and Civic Centre, which are already programmed for change, will be a priority following Cabinet approval, as they are the first point of contact for the customer. It was also stressed that these changes will be funded within current budgets – extra money will not be allocated. Councillors remarked that whilst signs shouldn’t be needlessly taken down, there were certain areas of the City where signage is ten to twenty years out of date and in need of changing. The Managing Director gave assurances that if Councillors brought such signs to his attention, they would be removed. He also explained there is an audit of signs underway that aims to improve signage across the City. Councillors enquired as to whether the Council’s rebranding would take into account style changes to documents and reports. This is being developed by the Head of Communications, who is in discussion with designers to fashion a style guide template which will be digitally compatible. 


The Managing Director provided detail about the customer service standards report, explaining that to become a Confident, Capable Council overarching service standards are a necessity. He stated that the customer must come first when the Council is doing business. Customer processes will  ...  view the full minutes text for item 5.


100:100 Programme Update pdf icon PDF 82 KB

[To review the progress of the 100:100 programme.]


Councillor O’Neill introduced the item by complimenting the 100:100 programme’s methodology and intentions. Keith Ireland then informed Scrutiny Board of the progress being made by the 100:100 programme, which is part of the Council’s strategy to becoming a Confident, Capable Council. He praised the programme which is cost effective, but can make a big difference to employees.


Jodie McConnell then provided the panel with updated figures from the 100:100 programme noting it had received 358 ideas to date and over 1200 responses through surveys and emails. Charlotte Johns expanded on Jodie’s comments stating that there is a robust structure in place which informs staff about why an idea can or cannot happen. She advised Councillor Sweet is involved in the programme, agreeing decisions to go forward. Councillors on the Board were invited to discuss ideas with Jodie McConnell if they wished.


Councillors questioned whether the programme had made an impact externally. Examples were given of suggestions for volunteering and community support groups. A food bank will also run all year round as a result of a 100:100 idea suggestion. Again, Councillors were supportive of this aspect of the programme.



            To note progress on the 100:100 programme to date.