The Agile Working Scrutiny Working Group met to discuss the council's agile and hybrid working policies, and the associated accommodation strategy. The group heard that the council's approach to agile working has been effective, with performance metrics remaining high and customer complaints low, and that the accommodation strategy is nearing completion with significant savings anticipated.

Agile and Hybrid Working

The council's approach to agile or hybrid working was a central topic of discussion. Rachel Davis, Head of HR and the Service Centre, explained that hybrid working is not new to the council and that principles were approved by Cabinet in October 2022. These principles cover performance management, desk space, employee needs, and work-life balance. Each head of service was required to develop an operational model based on customer and resident needs, demonstrating how they would adhere to the principles. A review conducted 12 months after the principles were set concluded that the arrangements were working effectively.

Employee feedback from a survey indicated that staff felt engaged with their managers and teams, with no significant concerns raised about how these relationships were being managed. Performance metrics and Key Performance Indicators (KPIs) have remained high, with 90% of audits resulting in a high or substantial rating, indicating confidence in the council's service delivery. Customer complaints related to contact with officers are low, at 2%, and are primarily in frontline services such as waste and cleansing, environmental health, and housing, where staff are largely working on-site.

Concerns were raised about the potential for custom and practice to make future changes difficult. However, it was clarified that contractual arrangements designate a workplace, and hybrid working is a flexible arrangement, not a guaranteed right to work from home. The council's operational models outline specific reasons for requiring staff to attend the workplace, such as supporting new staff during induction, attending meetings, or for political or senior management groups. Contracts state that the default position is a work location, not a guaranteed hybrid arrangement.

Safeguarding and welfare measures for staff working from home were discussed, with the principles acknowledging personal circumstances and the need to support staff. This includes considerations for domestic violence and ensuring a suitable working environment at home. Display Screen Equipment (DSE) assessments are conducted via a mandatory, remotely accessible e-learning module, with a three-yearly refresher.

Regarding customer satisfaction, while corporate complaints have not significantly increased, the difficulty in reaching named officers was noted. It was suggested that issues with officer contact might be due to communication problems, such as incorrect phone numbers or outdated opening hours, rather than hybrid working itself. The council is exploring ways to monitor customer satisfaction at a more detailed level.

The induction process for new starters has been revamped, with a new offering launching in February to address culture, values, and expectations, incorporating online, hybrid, and face-to-face content. The flexibility for different departments to develop their own agile working plans within the current strategy was confirmed, provided service delivery remains appropriate and customer needs are met. This allows for variations, such as finance teams often working a fixed two-day in-office, three-day hybrid pattern, while HR teams may be more remote and attend on a needs basis.

A meeting with trade unions was planned for January 2025 to discuss practical improvements for fixed-base workers, acknowledging their need for creative solutions. The performance management system requires meetings for appraisals, which can be in-person or virtual, ensuring a mandatory interaction.

The discussion also touched upon the potential for staff to feel disconnected, particularly new or younger employees, and the pastoral role of line managers. It was noted that while hybrid working offers flexibility, there is a need to ensure that staff remain connected to their teams and the organisation's requirements. The council is exploring ways to support line managers in coaching and mentoring newer staff.

Accommodation Strategy

Jeff Bacon, Head of Property, provided an overview of the council's accommodation strategy, which has been ongoing for approximately ten years. The strategy aims to rationalise office accommodation, a process that began before the COVID-19 pandemic. The Civic Centre is largely empty, with only the library, contact centre, and some back-office functions remaining. Once the new Estorva development is completed in October 2025, the front-of-house elements of the Civic Centre, including the contact centre and library, will move to Estorva, along with archives and the Family History Centre. The Civic Centre will then be closed to the public.

The back-office functions are intended to move into a new public sector hub in the city centre. This five-storey development will include four floors of office space, with Swansea Council taking one floor of approximately 800 square metres, exclusively for revenue and benefits staff, providing 100 workstations. This marks the final stage of the accommodation strategy. There will be limited touchdown office accommodation in Estorva, with all other back-office teams based in the Guildhall.

Currently, 2,300 full-time equivalents are located in the Guildhall, which has around 900 workstations. Occupancy levels in the Guildhall are estimated to be between 25% and 30%, with peaks and troughs. The relocation of more teams, including planning, regeneration, IT, and commercial services, into the Guildhall is expected to maximise density. A decision to reduce the public sector hub space from two floors to one is anticipated to save the council approximately £253,000.

Councillor Jeff Jones raised concerns about the rationale for city centre accommodation for back-office staff, suggesting that more cost-effective accommodation could be found elsewhere. Councillor David Hopkins, Cabinet Member for Corporate Services and Performance, explained that a political aim is to encourage more people to work and live in the city centre, contributing to economic regeneration. He stated that the council needs to demonstrate confidence in its own city. Jeff Bacon added that the 800 square metres allocated in the public sector hub is the minimum required for revenue and benefits, including workstations, training space, and dedicated areas, which cannot be accommodated solely within the Guildhall due to its layout. He also highlighted that the city centre location facilitates links with Estorva, which will be the sole front-of-house service delivery point.

The discussion also explored the potential for innovation and creativity within teams, particularly when working remotely. While KPIs measure existing performance, they may not fully capture innovation. The council's service planning and performance management arrangements are designed to manage innovation and improvement, with robust monitoring systems in place. Examples of initiatives include reinvigorating the senior management group for in-person get-togethers to discuss agendas like Tackling Poverty, fostering a sense of collective ownership and teamwork.

The council is monitoring the market regarding other organisations' decisions on staff returning to the office. While some private sector organisations may be influenced by commercial property leases, local authorities in Wales are largely operating similarly. The Civil Service, with a different service delivery model, may have a higher percentage of hybrid working. The council is not currently out of kilter with its neighbours. It was noted that insisting all staff return to the office five days a week could lead to significant staff losses.

The meeting concluded with the group preparing to draft a letter of recommendation to the Cabinet Member, focusing on key points such as the national agenda of agile working, the need for ongoing monitoring, a flexible, non-one-size-fits-all approach, and the importance of continued consideration for staff well-being and pastoral care, particularly for new staff and middle managers. Further clarification on the accommodation strategy and the balance between city centre presence and estate reduction was also suggested for inclusion.