Agenda item

Considered –

The personal statement provided by the preferred candidate for Chief Executive and Monitoring Officer, Mr Simon Dennis

The Chair thanked Mr Dennis for providing his personal statement.

The Panel subsequently asked a number of questions of Mr Dennis in order to be reassured that the candidate would meet the standards required for the role as outlined by the Commissioner.

Question 1: Councillor Carl Maw asked Mr Dennis how he would demonstrate that he is achieving value for taxpayers’ money.  Additionally – how he intended to develop and innovate effective relationships with stakeholders to make the best use of those limited resources.

Mr Dennis referred to his work in Cleveland and having ensured good value through implementation of a ‘lean’ office structure.  He further highlighted for Panel ongoing and emerging programmes of work in North Yorkshire which will contribute to ensuring best use of resources.  These included the developing Risk and Resource Model for the Fire and Rescue Service and the Enable programme which is reviewing how services across policing and fire may be shared for greater efficiency.  Mr Dennis felt that having a full-time substantive postholder in North Yorkshire would afford greater opportunities around some of this work.

Question 2: Councillor Helen Grant asked what Mr Dennis saw as being the biggest change or challenge to be addressed in the next 12 months and why.

Mr Dennis referred to the significant work to be tackled around consultation on the Risk and Resource Model for fire and rescue as well as the new target operating model being implemented by North Yorkshire Police.  He also cited national developments around the Commissioner model further to the recent Home Office announcement following the Phase One review of this role undertaken last year.  Recovery from the pandemic across the force area will continue to be a major concern.  As full-time Chief Executive Mr Dennis hoped to play a greater role in developments around the Commissioner’s criminal justice and reoffending work.

Question 3: Councillor Peter Wilkinson asked how Mr Dennis would define his relationship with the Panel and how he will seek to further develop the relationship between the OPFCC and Panel.

Mr Dennis acknowledged the importance of the relationship with the Panel and referred to the relationship already developed by him in both Cleveland and North Yorkshire with the respective Panels.  He felt that the relationship between the Panel officers and OPFCC has improved in terms of quality of paperwork and timeliness of input and that he was confident it can and should be robust.  He also highlighted the importance of continuing to work closely on the Panel’s complaints remit.

Question 4: Councillor Ashley Mason asked Mr Dennis if he could provide an example of where he’s had to make a transition working for different senior leaders and how he ensured he maintained his independence in the process.

Mr Dennis referred in particular to direct experience recently of moving to a new manager arrangement in Cleveland and moving to a new model of stewardship in Cleveland after the Commissioner stepped down.  He cited that he was very proud of the work produced during that time.  It was also highlighted that he has worked with Commissioners of different political hues and always provided strong and objective legal guidance.

Question 5: Councillor Mike Chambers asked if an example could be provided where Mr Dennis has challenged the course of action set out by a superior.

Mr Dennis referred to the strong advisory element of the Chief Executive relationship with the Commissioner.  He highlighted that he has had a number of opportunities to advise on difficult and complex issues.  Mr Dennis referred in particular to the controversial circumstances surrounding the resignation of the Chief Constable in Cleveland and that as Chief Executive, Mr Dennis advised the Commissioner on this matter and was also the recipient of concerns regarding the Chief Constable at that time.  He felt he led effectively through a period of difficulty, managing a number of stakeholder interests, including the IOPC and the wider public, whose confidence it was key to maintain.

Question 6: Councillor Tim Grogan asked Mr Dennis about his time in North Yorkshire as a part-time Chief Executive; namely what his hours had been, which had been the busier job (North Yorkshire or Cleveland) and whether he will miss his Cleveland role.

Mr Dennis advised it had been an immense honour to serve in Cleveland for six years and that there are similarly inspiring colleagues working in North Yorkshire.  The challenges between the two areas had been different, rather than one being busier than the other.  He had worked on a 50/50 split between the roles and on the basis of extended hours each week.  He acknowledged that there had been some compromise around that and that a full-time role will bring greater opportunities for North Yorkshire.    

The Chair then invited all parties, other than Panel Members and officers supporting the Panel, to leave the meeting and the Panel went into closed session.