19 March 2024
This report, prepared for the Executive Committee meeting on 19 March 2024, offers a detailed overview of the activities undertaken by the GAPTC CEO and team since the last meeting in November 2023.
In terms of finance, the accompanying documents aim to present more accurate and regular financial data to improve GAPTC’s financial monitoring process. Charlotte is now overseeing the Scribe Accounting System, ensuring timely processing of receipts and expenditure paperwork, including member subscription payments, invoicing for training, and payments to auditors and trainers. Monthly account reconciliations and payment schedules are now processed through Alan Porter, with new bank signatories including the CEO, Alan, and Jacqueline Webster. There is a recommendation to add Richard Page as a signatory for contingency purposes. Charlotte has successfully chased down £8,000 in outstanding fees from councils, with another £4,000 still in process.
Scheduled training courses are now listed on the website, with a range of sessions delivered since the last report and more planned through to June 2024. Courses like "Being a Better Councillor" and "In the Hot Seat" are now delivered by the CEO and Charlotte, with good uptake for both face-to-face and Zoom sessions. The "Council as Employer" course is being designed in collaboration with Taurus HR, following constructive feedback from a pilot session. CiLCA training is underway, with the first mentoring session held in January 2024 and another programme scheduled for autumn. Ruth Waller continues to present the "Clerks the Knowledge" course and facilitate one-to-one sessions. Kerrin oversees the New Councillor Toolkit Course, which has received positive feedback and is being further developed and promoted.
The Internal Audit Service is now live, with 60-plus councils engaged and audits being conducted by the CEO, Charlotte, and other clerks. Despite some challenges with induction for new Executive Committee members, efforts continue to clarify GAPTC's aims and objectives and the EC role. The team is receiving strong support, with an emphasis on maintaining staff well-being and avoiding a culture of long hours. There is ongoing progress on technology and automation, particularly with the new CRM website, which is being populated and tested. An extension has been agreed to complete the onboarding process by June/July.
Staffing has seen the establishment of a new structure, with contracts signed and tasks redefined. The new team is building good rapport, discussing workloads, and ensuring effective communication. Regular Zoom meetings and check-ins are helping manage remote working inclusivity. There is a recommendation to increase the administrator's hours and offer a permanent contract after successful completion of the fixed-term arrangement.
Other CEO activities include regular monthly meetings with the new Chair and team, updating bank signatory forms, and progressing transitional arrangements. Work continues on policy reviews, with the Risk Management Policy ready for adoption and several other policies in development. The CEO has also increased engagement with monitoring officers and undertaken mediation and facilitation work with several councils.
Three further parish council borrowing applications are being processed, with good relationships formed with the Department of Levelling Up contacts. The membership and subscription fees exercise is being finalised, with a 3% increase agreed for the 24/25 period. A review of leases, including photocopying services, is underway to seek cost savings.
Networking activities have been strong, with increased attendance at events and positive feedback. The CEO is actively forging links with key sector stakeholders and attending regional and national meetings to engage with broader issues and learn from other associations.
In summary, the CEO has focused on establishing improved internal financial controls, engaging with membership, and exploring new income streams. There is a commitment to building on the legacy of predecessors and enhancing member services, while also developing new work streams and training products. The CEO is considering outsourcing services to neighbouring CALCs, such as Wiltshire, which could provide additional income opportunities.
9 May 2024
In preparation for the Executive Committee meeting on 9 May 2024, this report outlines the activities carried out by the GAPTC CEO and team since the last meeting in March 2024.
On the financial front, there has been significant progress in cleaning up the Scribe System, addressing legacy issues and unactioned adjustments from the past two years. Charlotte, along with DCK Accountants and Scribe, has been instrumental in advancing the End of Year Accounts, which are now ready for the Executive Committee's approval to be presented at the AGM.
Training has seen a notable increase in both the number of delegates and the delivery of sessions. Courses such as Clerks the Knowledge, Being a Better Councillor, In the Hotseat (Chair Person Skills), and Code of Conduct have been particularly popular. The face-to-face sessions held on Saturdays have seen increased participation, showing a preference for in-person training. Additionally, there has been a new collaboration with Wiltshire CALC to provide training for their clerks and councillors, which could open a new income stream. The New Councillor Toolkit Course has also received positive feedback and will be further promoted.
The Internal Audit Service remains time-consuming but productive, with 90 audits currently underway. Charlotte, the locum clerks, and the CEO have all contributed significantly to this effort. There will be a review of quality assurance, qualifications, and accreditation requirements for the next year.
The team is working extremely hard, with attention being paid to the risk of long hours. Regular check-in reviews are conducted to monitor well-being, and there is good support and clarity around roles and responsibilities within the team. The overall performance has been excellent, thanks to Kerrin, Charlotte, and Ruth.
Several policies are under review or development, including the Risk Management Policy, Business Continuity Plan, Disciplinary/Grievance Policy, Finance Policy, Complaints Policy, and Expenses Policy. There has been further engagement with Monitoring Officers, addressing live council complaints and providing mediation and facilitation services, which has increased income streams.
Two new parish council borrowing applications have been processed. The membership and subscription fees exercise has been completed, with 40% of fees already collected, thanks to the efforts of Kerrin and Charlotte.
Engagement with the Gloucestershire Market Towns Forum continues, with meetings being scheduled to discuss its future. Kerrin has also made significant progress with the CRM system, providing a demonstration to EC members. Further work is planned to integrate the best finance package with the new CRM system.
Networking activities have proven beneficial, with fresh speakers and positive feedback from councillors and clerks. There has been progress in developing hubs with unitary authorities. Preparations for the GAPTC AGM are well underway, with Kerrin doing an excellent job in organising the event and producing a comprehensive annual report.
In terms of new developments, work is ongoing with Stroud District Council regarding the formation of a new parish council in Great Oldbury due to a boundary change. There have been discussions and meetings about the financial asset transfer with Eastington PC, the former parent parish.
On a national level, Richard Page has been active on the NALC Policy Committee, and the CEO has been invited to join the Civility & Respect NALC Task Force.
This report has been prepared by Chris Haine.