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People and Organisational Development Service Plan 2014/15

Date 05/03/14 Version 2

Directorate: Chief Executive’s

People and Organisational Development Plan 2014/15 March 2014; version no. 2

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The Chief Executive’s Directorate The Chief Executive’s Directorate has grown considerably since 2009 and now consists of four services; Economic Development, People and Organisational Development (POD), Planning, Housing and Regeneration and Strategy, Localism and Communications (SLC). Each of our services produces their own individual service plan which details their service vision, the context within which they work and the challenges they face. The directorate works together to improve the lives of the people of Cornwall, supporting and providing strategic direction to public services and their decision makers. We engage with communities providing the opportunity for them to be involved, informed and influential in decision making processes and involved in the delivery of services thereby ensuring that our public services reflect local circumstances and what matters most to local people. The performance of our services will be improved through maximising the potential and contribution of our employees; being innovative, applying best practices and delivering sustainable improvement. We will bring public services in Cornwall together so that they are more efficient and deliver value for money for local people. We face challenging economic times and through working with partners and providing strategic leadership, we aim to build a successful economy and a confident, resilient Cornwall that is a leader in innovative business and low carbon technologies. We will position Cornwall as the place to be and Cornwall Council as a regional voice - a rural Council which influences government policy and leads public sector innovation.


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Head of People and Organisational Development Welcome to our 2014/15 Service Plan for People and Organisational Development (POD). This service plan looks at; what we deliver, what we achieved last year, challenges and opportunities, where we want to be in 12 months time, how we are going to get there, how we will know we have got there, how we will manage and measure our performance and what might stop us

Our 2014/15 Service Plan focuses on service projects and service led activity that we need to deliver in 2014/15. Our priorities underpin the emerging five year People and Organisational Development Strategy 2014-19 to support the Council vision, values and Business Plan.

As we enter the sixth year since we came together as a Unitary Authority in 2009, we have much to be proud of – Cornwall Council is transforming the way services are being delivered for the people of Cornwall and rising to challenges presented by a sustained and increasing demand for public services within the context of severe financial constraint. People and Organisational Development is an integral part of this developing story. Through shaping the culture of the organisation, championing the vision and values and providing professional leadership to improve the competence, performance, health and commitment of the public service workforce in Cornwall we aim to create an agile organisation with a clear purpose and to make a direct impact on the content and quality of public service delivery.

This annual Service Plan will inform your team plans and link to your individual PDS objectives. Thank you for your contribution and commitment to making Cornwall Council the best it can be through our people.

Dawn Aunger Head of People and Organisational Development


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Our service vision

Our vision is to create a vibrant place to work which inspires everyone to reach their potential and to make a positive difference to the lives of people living, working and wishing to develop a career in Cornwall.

It will be a place that people aspire to work; a place that values people, endeavour, enterprise and innovation; a place where thinking big doesn’t mean that the small things go unnoticed. Our workplace will be one where we welcome change and diversity, accept personal responsibility, expect positive challenge and support in equal measure and, above all, one where we are proud to work.

Our focus for the service

The purpose of the People and Organisational Development (POD) Service is to develop our organisation through our people to be the best we can be with: • Pride - having the confidence and belief to make a difference

• Pace - responding to the changing needs of our organisation with agility

• Passion - our people, our communities and our customers at the heart of everything we do

• Professionalism - using specialist knowledge unrivalled locally and working collaboratively with partners

Our goal is to become the first choice provider of quality and highly regarded people and organisational development services to Cornwall Council and to organisations delivering public services in Cornwall.

What we deliver: • Business Partnering (commissioning POD services)

• Change Team

• Programme management

• Project management

• Change & Engagement

• Specialist Services

• Employment, Reward & Diversity

• Employee Relations and ER helpdesk

• Resourcing & Safeguarding

• Health, Safety & Wellbeing

• Learning & Development


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In the last year the shape of our service has changed. The Social Care Learning and Development team has transferred from the Adult Care, Health and Wellbeing Directorate into People and Organisational Development which will increase the opportunities for collaboration and efficient service delivery. Responding to budget challenges last year the programme management and OD responsibilities have been merged into a Change Team. The Change team champions a high engagement approach to change, combining Change Management, Organisational Development and Programme Management.

Statutory Duties

People and Organisational Development is not a statutory service but as an employer the Council has significant obligations under employment equality and health and safety legislation. In that context the People and Organisational Development service is responsible for establishing a policy framework for meeting those obligations, for informing, advising, supporting and developing managers and employees in respect of their obligations in the workplace, for monitoring practice (including compliance) and for promoting and facilitating a positive employee relations climate and workplace culture that attracts and retains high quality employees. Much of what we do provides essential support to colleagues and partners engaged in the delivery of statutory services.

Why are we here?

The People and Organisational Development service leads the development of the organisation’s culture by individually and collectively playing the role of champions, catalysts, partners, leaders and stewards. We strive to create a culture where people have the freedom to learn and grow. A Cornwall Council that can be innovative, entrepreneurial, agile and resilient will be best placed to help the people of Cornwall deal with the challenges of the future. The People and Organisational Development service has evolved in the five years since the unitary Cornwall Council was created in April 2009. In essence we now have two complimentary roles which are performed across all of our functions. We deliver specialist advisory services in respect of the full range of individual and collective workforce issues that a complex organisation like the Council faces and utilise a very broad range of professional skills to deliver these services. This ensures that elected Members, senior managers and the wider workforce have the support they require to make the most of the people and opportunities that surround them. This specialist support is provided in a dynamic environment and our other role is to lead on the strategic management of cultural and organisational change. We do this in a number of ways. We develop and implement initiatives that improve the capability, capacity and diversity of the workforce and help to improve employee engagement and productivity. We develop the strategies, policies and frameworks that support the successful


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implementation of these initiatives. Lastly, we seek to ensure that the Council pays attention to identifying and reinforcing an approach to leadership and the attitudes and behaviours that underpin and help to embed the desired strategic development of the organisation. People and Organisational Development will help deliver a culture with employee engagement at its heart. This will improve productivity, responsiveness to change and enable the Council to facilitate the best possible outcomes for the people of Cornwall.

The increasing diversity of public service delivery in Cornwall has had an impact on the way that we work. Whilst our primary role is one which is focussed on supporting both day to day service delivery and organisational change and improvement for the Council, we also work with a range of other public service providers in Cornwall including ASD organisations, schools, voluntary independent and private sector providers. Our approach is one in which we seek to collaborate effectively with all stakeholders and which ensures that the views and interests of the workforce are heard and taken into account. Ours is a forward thinking, energetic and responsive service delivering exemplary professional practice and tailored people solutions which drive the organisation through improvement to be high performing, a healthy organisation, a learning organisation and an employer of choice.

What we achieved last year Our service achievements include:

1. Successful delivery of a wide range of complex change programmes affecting over 6000 employees and managers across the organisation,

2. Secured political and officer support and commitment for the development of a new 5 year People and Organisational Strategy 2014-19 to replace the existing Workforce Development Strategy; with a high engagement approach whilst promoting the need for a new Council vision, mission, values and ‘story’

3. Championed employee engagement as an organisational priority to improve performance and productivity; increasing the councils engagement index to 64% at the mid-year check-in survey and our service engagement index to 69%.

4. Facilitated the successful transfer and transition of Public Health into Cornwall Council in April 2013,

5. Re-launched the Cornwall Leadership Academy as the Cornwall Learning Academy; having secured new European Social Funding for the CLA for 2014-19,

6. Delivered a successful Apprenticeship campaign and advisory service to Cornwall Council, increasing the number of apprentices employed from 12 (2011) to over 140 (2013).


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7. Launched a ‘Cornwall Essentials’ core learning and development offer for all managers and employees, accessible through a single sign on (web icon) from computer desktops

8. Became the first local authority team in the country to be awarded ‘Centre of Excellence’ status by the National Skills Academy for Social Care.

9. First graduates from the social work degree sponsorship programme (Open University) successfully qualified. Highly commended in the Care Knowledge workforce development innovation award.

10.Established a new framework for the delivery of social care learning and development through a service level agreement (SLA) with the Directorate of Adult Care Health and Wellbeing and delivered agreed outcomes

11.Delivered two successful Leadership Conferences in April and October 2013 to over 200 managers,

12.Led the employee wellbeing programme and achieved the Gold Healthy Workplace Award in 2013

13.Established new corporate governance for health, safety and wellbeing (HSW), delivered a new HSW Improvement Plan and led a project which has secured clarity of the health and safety accountabilities of the Council and the ASD organisations and significantly mitigating the associated risks faced by the respective bodies

14.Delivered an occupational health improvement plan leading to external accreditation of our Occupational Health Service

15.Launched our first ‘Future Leader’ cohort of 8 highly talented employees to meet future succession requirements for middle managers, strategic commissioners and strategic leaders

16.Created a corporate ‘Change Team’ within our service and embedded ‘Thinking Room’ as the corporate change management framework for ‘making good ideas happen’ across all major transformation programmes,

17.Delivered year one of the Contribution Related Pay (CRP) programme, along with an extensive training and engagement offer to improve confidence and capability associated with the Performance and Development System (PDS); increasing PDS participation rates above the target of 83% from 21%.

18.Facilitated the procurement and implementation of a new strategic partnership; BT Cornwall, with a transfer of 300 staff from the Council.

19.Introduced robust controls on the use of agency and interim workers; reducing year on year spend by over 50%; saving in excess of £6m from agency expenditure.

20.Recruited a new Chief Executive for Cornwall Council 21.Continued to invest in a Business Partner and HR talent management

programme to strengthen the leadership of our service within a commissioning and delivery model, and for a fifth year have delivered our Service to budget and, as our customer feedback indicates, to a good standard

22.Achieved external recognition as follows: Investors in People; the Gold Healthy Workplaces Award; Equality Framework for Local


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Government (EFLG) ‘Achieving’ standard (EFLG); National Skills Academy for Social Care ‘Centre of Excellence’ Award; national award winners for the utilisation of the Learning Pool e-learning platform.

23.All of this has been achieved on top of providing the essential specialist people services that are fundamental to supporting the day to day business of running a major public service organisation and which are well recognised across and outside the Council.

Challenges In this context the following challenges will influence the timely delivery of the service plan objectives: • Organisational Context: The Council continues to implement a high

level of organisational change with the consequent implications for the workforce. This demands a high level of strategic and operational support from across the service and tensions between competing priorities can affect the timely allocation of resources and delivery of objectives.

• Political Context: We will need to continue to work closely with elected members to ensure that our organisations vision, purpose and values are clearly articulated so that the way we implement change is not adversely affected.

• Systems Context: The delivery of the service plan is dependent upon ready access to comprehensive and accurate management information. The ERP system needs to be optimised, and robust governance needs to be in place, to ensure that it is fully embedded during 2014/15 to realise the benefits especially from self-service and People and financial dashboards.

• Financial Context: The larger proportion of the service’s budget relates to employee costs. Within the constraints of the Council’s savings strategy and its implications for the People and Organisational Development budget, timely access to appropriate expertise may be reduced unless this is offset by greater freedom to develop new income streams.

• Legal Context: The service operates within statutory legal framework where changes in legislation must be prioritised to deliver a timely response to ensure that the Council’s employment and health and safety practice is compliant. Increasing levels of new and legacy equal pay claims continue to cause a significant budget pressure for legal costs which are funded from the People and Organisational Development Service revenue budget.

• People Context: The delivery of the scale of organisational change to which the Council is committed requires both structural and behavioural change and a significant focus on organisational capability and capacity. People and Organisational Development is a key change


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agent but delivery against the objectives within the service plan is dependent upon a whole organisation commitment.

Opportunities Innovation doesn’t happen in a lab, an innovative culture will require all staff to be engaged. In its most basic form ‘Thinking Room’ provides a common language for innov

There is an opportunity for the People and Organisational Development Service to become a host organisation or preferred, commissioned provider for specialist People and Organisational Development services in and outside of Cornwall as other public sector organisations look to outsource or reduce their back office support services.

ation, as well as a methodology and identity for making good ideas happen. This presents an opportunity for Cornwall Council to become known as a leader in innovation, and the management of change. In 2014/15 we aim to become an exemplar in how to develop collaborative, creative and innovative working practices, and therefore be recognised as a centre of excellence for culture change and change management.

Our customers currently include; Cornwall Council, Cormac, Tempus Leisure, Cornwall Housing, Cornwall Airport Ltd, over 200 Cornwall LA Schools and over 40 Academies, Peninsular Community Health, the Adult Social Care Sector in Cornwall and the Equality & Human Rights Commission.

Assessing Needs A statutory framework provides the foundation for many of the activities of the service and where legislation changes that affects public sector service delivery, particularly in relation to the implications for the workforce, the response to these changes has to be prioritised. Beyond this fundamental framework, the Cornwall Council Business Plan drives the priorities of the People and Organisational Development Service. Our customer needs are assessed and articulated in more detail within the emerging People and Organisational Development Strategy 2014-19, which aims to create an agile council to address change and unlock potential and through existing and emerging service level agreements and protocols which govern our dynamic relationships with an increasingly diverse range of customers with different and sometimes divergent needs. The 2012 Annual Employee Survey and 2013 Check-in survey provides a wealth of information about how engaged the Council’s employees are and enables us to identify cultural strengths, areas of improvement and areas requiring a targeted focus. The survey results inform many of our service plan objectives. The annual POD customer satisfaction survey and annual Directorate People Plans and our Service Level Agreements provide information


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and feedback on the services we provide. There is a vast evidence base that shows organisations with highly engaged employees are more successful and more likely to achieve their goals. We will track our employee engagement index and through our employee engagement strategy develop action plans to improve this critical measure. Where do we want to be in 12 months time?

No./Ref Key Objectives for 2014/15

POD1 Create an agile, healthy, well skilled, engaged and

flexible workforce across the public sector

POD2 Influence and advise on the development and implementation of different delivery models to provide sustainable public services into the future.

POD3 Improve individual performance and workforce wellbeing to maximise employee engagement and productivity

POD4 Improve the way the Council manages change through championing ‘Thinking Room’

POD5 Lead on and co-ordinate the delivery of the Council’s equality and diversity improvement plan

POD6 Provide an efficient, quality, customer focused People and Organisational Development Service

What resources we have available See appendix A for structure chart Budget 2014/2015

Original Revised OriginalBudget Budget Budget

2013/14 2013/14 2014/15£m £m £m

Head of Service & Senior Management 0.278 0.278 0.226

Specialist Services 2.903 4.073 4.148

Business Partners 0.634 0.470 0.470

Change Team 0.000 1.193 1.193

Other (Corporate Items, etc.) (0.164) 0.000 0.000

People & Organisational Development 3.652 6.015 6.038


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What action will be required to meet the 2014/15 budget? • Planned use of Directorate budget equalisation reserve and/or additional

income to meet the cost of increments, inflation and annual pay award

• Implementation of a learning and development service review in 2014/15 to deliver £400k savings and meet the target reduction for the 2015/16 budget

Table 3 – Staff Numbers 2012/13 – 2015/16

2013/14 2014/15 2015/16 2016/17 Staff Numbers (Headcount)

187 172

TBC TBC


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Key Objectives

Objective No. POD1 – Create an agile, healthy, well skilled, engaged and flexible workforce across the public sector

Business Plan Priority A confident, resilient Cornwall that is a leader in innovative business, low carbon technologies and achieves cultural excellence

Outcome

Support sustainable growth and prosperity in Cornwall Equality & Diversity - where applicable list, do not complete an EIA at this stage, the aspects of this Priority/Objective that may impact on equality and diversity. These can then be further developed during the project phase. Safeguarding -where applicable, list those aspects of this Priority/Objective that might impact on safeguarding and so will require impact assessment Crime & Disorder - where applicable, list those aspects of this Priority/Objective that might impact on crime and disorder

Projects Objective/Outcome/Evidence Key Performance

Measures 2013/14 Outturn

2014/15 Target Risk

People Strategy 2014-19 Create and communicate a new

5 year People Strategy with wide stakeholder engagement for 2014-19 that aligns to the Business Plan and relevant strategies.

People Strategy endorsed by CLT and published with new business plan

Retain Investors in People (IIP) accreditation in 2014 and 2015

Sustain our employee engagement Index

2010-14 Workforce Development Strategy closed

New 5 year People Strategy published by June 2014

Sustain Council Engagement Index at 64%

New business Plan will not be supported by a people strategy – no golden thread informing POD priorities

Cornwall Council Workforce Plan

Workforce has the right number of people with the right skills in the right place at the right time and cost to deliver the Council’s short- and long-term organisational objectives.

Workforce Plan in place and endorsed by CLT. Workforce development plan in

A whole Council Workforce Plan in place that identifies and articulates the Council’s medium term resource needs and how these will be delivered

3 new directorate workforce plans in place 3 new directorate succession plans in place

Annual People Plans in place for all Directorates and ASD’s

Reduction in size of workforce from 6200 employees to a size to be determined by an organisational change people programme Positive feedback at PSG on the

Lack of capacity and skills to deliver organisational priorities


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place Talent Management Programme in place Succession Plan for top 5 tiers of Council’s management structure evidenced

Workforce headcount reduction by 31.3.15 £1m Council investment in workforce development demonstrated and evaluated

‘Workforce’ thematic work plan.

Cornwall Learning Academy (CLA)

Deliver a common platform for learning across the public sector which is sustainable, improves the skill base in the Cornish economy and increases employability. Promote 3 new ESF funded Workstreams across the Public Sector in Cornwall to build on success of CLA with an extensive apprenticeship programme, skills support for redundancy programme and work place learning programme.

£2.5m EU Investment in workforce development maximised

ESF target for number of participants achieved (2000)

Target participation in accordance with profile for contract:

200 managers funded in new CLA

Work place learning (WPL) – 150

Skills support for redundancy – 450

Leadership and Management – 150

Number of apprenticeships – 150

The Cornwall Learning Academy will cease to exist if the new Cornwall Learning Academy is unsuccessful.

ESF funding is clawed back if the CLA is not managed well.

Future skills needs are not identified and funding is not spend on priority learning and development solutions.

Adult social care workforce development

Deliver learning and development opportunities that enhance the skills and quality of practice of the adult social care workforce in Cornwall

TBC – outcome focused measure required

2013/14 SLA delivered and agreed outcomes

2014/15 SLA with ECH Directorate agreed within appropriate budget

Absence of appropriate bespoke learning and development


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Service level agreement (SLA) in place with the Directorate of Education Care and Health and other relevant stakeholders

achieved parameters

Associated service level agreements in place with key stakeholders e.g. CASC and the Safeguarding Adults Board

Delivery plan agreed and monitored with progress reports at agreed intervals

Relationship management with clients embedded with positive feedback

opportunities will impact on capacity and capability within the adult social care workforce with the associated risks for the scope and quality of public service delivery

Absence of service level agreements, agreed delivery plans and effective relationship management will create confusion in accountabilities and impede efficient and effective service delivery


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Objective No. POD2 – Influence and advise on the development and implementation of different delivery models to provide sustainable public services into the future.

Business Plan Priority Give leadership and support to the Council Outcome

Manage public services through integration and sharing of resources to achieve efficiencies Equality & Diversity - where applicable list, do not complete an EIA at this stage, the aspects of this Priority/Objective that may impact on equality and diversity. These can then be further developed during the project phase. Safeguarding -where applicable, list those aspects of this Priority/Objective that might impact on safeguarding and so will require impact assessment Crime & Disorder - where applicable, list those aspects of this Priority/Objective that might impact on crime and disorder

Projects Objective/Outcome/Evidence Key Performance Measures

2013/14 Outturn

2014/15 Target Risk

Organisational Change Programme 2014

Review options for the future shape of the Council with the CEO, Leader and Cabinet and implement when approved. New Council organisational structure in place in 2014. New organisational strategy and operating model understood.

Management costs as a % of total workforce costs Corporate Support services % of total workforce costs New Council organisational structure in place.

New CEO recruited.

Tier 2 by July, all management tiers by 31.3.15

Reputational risk

Risk of loss of leadership capacity to deliver transformation

Organisational Design and Effectiveness (ODE) programme to reduce management costs

Review Management layers and spans of control against corporately agreed organisation design principles through the creation of a People Programme.

Optimal Management spans of control = 5 min - 12

Optimal Management layers = 6 maximum; from Tier 1 (CEO) to T6 (team leader).

Maximum 7 tiers from top to bottom of the Council

N/A Organisational design principles % compliance TBC

Services are cut before savings are identified through compliance with ODE design principles


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Adult Social Care and Health Integration / Pioneer programme (TBC)

Subject to CLT agreement - Programme manage this organisational priority with specialist change and HR project support and advice

Programme management responsibility clearly defined and aligned to Thinking Room methodology.

TBC N/A TBC Increased budget overspend in ACHW due to failure to progress the pioneer programme


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Objective No. POD3 – Improve individual performance and workforce wellbeing to maximise employee

engagement and productivity Business Plan Priority Develop a high performance culture Outcome

Manage Council resources well, whilst seeking to maintain service levels Equality & Diversity - where applicable list, do not complete an EIA at this stage, the aspects of this Priority/Objective that may impact on equality and diversity. These can then be further developed during the project phase. Safeguarding -where applicable, list those aspects of this Priority/Objective that might impact on safeguarding and so will require impact assessment Crime & Disorder - where applicable, list those aspects of this Priority/Objective that might impact on crime and disorder

Project/Activity Objective/Outcome/Evidence Key Performance Measures

2013/14 Outturn

2014/15 Target Risk

Employment & Reward Framework (ERF) Strategy 2014/15

Develop and implement changes to the Councils employment and reward framework.

Review the operation of the PDS process.

PDS system, compliance and quality improved (evidenced through informal and structured feedback such as the employee survey and through training and moderation)

Terms and conditions of employment (including pay structure) revised following consultation and negotiation with the recognised trade unions. 83% PDS completed on schedule Positive feedback received from employees, for example through the Investor in People Review and Employee Survey.

Separately reported through corporate improvement programme

Paybill savings delivered.

Minimum 83% PDS compliance achieved

Failure to deliver agreed approach to change following trade union consultations.

Poor standards of individual performance management

Employment Policy Review and Development Programme

To create a comprehensive workforce policy framework which supports both day to day service delivery and the workforce implications of change.

Consistent approach to

% Customer satisfaction survey on Council employment policies

Completion of 13/14 PRDP

Policy Review and Development Programme in place and all significant milestones met.

Evidence that we

Inconsistent advice, potential litigation and associated reputational risk if policies not known and


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employment policy implementation in place which includes bespoke communication strategy, refreshed Employment Handbook and complementary learning and development initiatives

Accessibility of employment policies improved through clear and consistent structure, additional guidance, standard templates and plain language. Easy –read approach incorporated into relevant policies

are making it easier for managers to manage by the simplification of employment policies

understood

Protect, maintain and enhance employee health, safety and wellbeing and reduce absence due to ill health

Promote employee health, safety and wellbeing through workplace health initiatives and facilitate robust absence management through the provision of performance information and professional advice, guidance and skills development Corporate HSW Improvement Plan in place and progress achieved in relation to relevant milestones Whole Council change programme in place in partnership with the trade unions to increase workplace health and deliver improved attendance and reduced sickness absence as part of revised ERF strategy. Timely progress achieved in relation to relevant milestones

% sickness absence / days lost per employee

TBC Reduce ill health absence below 8.6 days per employee (below 3.8%)

High absence levels, increased costs of absence, lack of capacity to address increased demand, inconsistent approach and unfair treatment between teams, services and directorates, resulting in increased risk of litigation, potential review of core terms and conditions of employment


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Objective No. POD4 – Improve the way the Council manages change through championing ‘Thinking Room’

Business Plan Priority Develop a high performance culture

Outcome Manage Council resources well, whilst seeking to maintain service levels

Equality & Diversity - where applicable list, do not complete an EIA at this stage, the aspects of this Priority/Objective that may impact on equality and diversity. These can then be further developed during the project phase. Safeguarding -where applicable, list those aspects of this Priority/Objective that might impact on safeguarding and so will require impact assessment Crime & Disorder - where applicable, list those aspects of this Priority/Objective that might impact on crime and disorder


2013/14 Outturn

2014/15 Target Risk

Delivery of business critical projects as directed by CLT

Support the successful delivery of business critical projects that CLT identify as corporately significant and at risk of failure

Use Thinking Room to promote cross organisational creative, innovative ways of working to deliver Council wide budget solutions

Ensure that the council wide saving solutions are being managed in a controlled fashion through the use of programme and project best practices

% Thinking Room projects evaluated to identify lessons learned

% Employee Engagement Index maintaining(EEI) at 64%

% staff that say we are doing change well (employee survey)

N/A

64% Engagement Index

95% Thinking Room projects evaluated before closure of project

Embed Thinking Room as our corporate change management methodology through high impact projects

These projects are likely to be at a high risk of failure

Thinking Room Training Offer and Toolkit

Develop an internal training offer for managers to improve the way the organisation manages change

% customer satisfaction on quality of training offer and online toolkit

# of Delegates

Pilot Training Commissioned

200 Delegates Poor project outcomes


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Objective No. POD5 – Lead on and co-ordinate the delivery of the Council’s equality and diversity improvement plan

Business Plan Priority Improve the Council’s reputation and public engagement levels

Outcome

Manage Council resources well, whilst seeking to maintain service levels

Equality & Diversity - where applicable list, do not complete an EIA at this stage, the aspects of this Priority/Objective that may impact on equality and diversity. These can then be further developed during the project phase. Safeguarding -where applicable, list those aspects of this Priority/Objective that might impact on safeguarding and so will require impact assessment Crime & Disorder - where applicable, list those aspects of this Priority/Objective that might impact on crime and disorder

Project/Activity Objective/Outcome/Evidence Key Performance Measures 2013/14 Outturn

2014/15 Target Risk

Promote Equality and Diversity

Develop and lead the implementation of a corporate equality and diversity strategy that secures sustainable improvement in the Council’s commitment to achievement in respect of equality and diversity in policy, community engagement, service provision and employment.

Develop and lead the implementation of the Workforce Equality and Diversity Strategy (WEDS).

Equalities Framework for Local Government (EFLG) Achieving Status maintained and progress evidenced to achieve Excellent Status by 2019.

Examples of positive media and intranet communications on workforce equality and diversity

2014/15 project milestones delivered

Achieving Status of EFLG awarded

Corporate and Workforce Equality and Diversity Strategies published and communicated

Bespoke communication strategy developed and implemented resulting in increased awareness and visibility of the Council’s commitment to and plans in respect of equality and diversity

Poor employer reputation

Lack of engagement and involvement of groups currently underrepresented in the workforce


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Objective No. POD6 – Provide an efficient, quality, customer focused People and Organisational Development

Service (POD) Business Plan Priority Improve the Council’s reputation and public engagement levels Outcome

Manage Council resources well, whilst seeking to maintain service levels Equality & Diversity - where applicable list, do not complete an EIA at this stage, the aspects of this Priority/Objective that may impact on equality and diversity. These can then be further developed during the project phase. Safeguarding -where applicable, list those aspects of this Priority/Objective that might impact on safeguarding and so will require impact assessment Crime & Disorder - where applicable, list those aspects of this Priority/Objective that might impact on crime and disorder


2013/14 Outturn

2014/15 Target Risk

Learning and Development Service Budget Review

A service review of Council L&D delivery to save £400k from the service budget in 2015 L&D rationalisation project plan created and key measures identified

35% savings identified from POD service budget

Budget project for 2015

Identify £400k annual savings and implement by 31.3.15

Service will not be able to operate within budget in 2015

POD Service Description Offer

The aim is to articulate within a single document our available services which internal and external customers can access along with the charging mechanism

Service offer signed off at SLT and circulated to customers and internal service employees

Client Customer satisfaction % improved

Draft service offer completed

New Service Proposition document available for our current and prospective customers and updated quarterly

Loss of income if we fail to achieve sufficient service income and buy-back

Charging mechanism agreed for Client SLA’s

Develop and define Service Level Agreements with CORMAC Solutions, Cornwall Housing Ltd, Leisure Trust and Cornwall Airport Limited

To ensure service provision and agreed costs are articulated and agreed with ASD’s

SLAs agreed, signed off by SLT and in place for ASD’s for 2015/16 by Feb 2015

SLA’s in place but charging mechanism to be improved

SLA’s in place by May 2014 for all external clients

POD Charging mechanism approved by

POD service budget negatively affected if agreement not reached with ASD organisations


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Mechanisms in place to record workload by client group and therefore charge appropriately

Finance and ASD’s

ERP Workforce Dashboards

Improve the HR processes for staff, managers and to support the provision of effective people data.

Monthly absence reports available on ERP managers people dashboards

Workforce profiles available on real time People Dashboards

100% People Dashboards available on ERP for internal clients

Customer satisfaction % improved

No accurate absence reports or people dashboards available on ERP

Workforce Dashboards and absence reports available monthly with positive manager feedback

Poor service reputation

1.

What might stop us from achieving our objectives? (Corporate Risks)

2.

Reduction in budget and resource

3.

Lack of clear Council vision and organisational strategy

4.

Major restructure of back office services which will detract from project delivery

5.

Increasing the scope of BT Cornwall resulting in the transfer out of specialist POD services

Unplanned labour turnover and loss of scarce specialist skills


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Appendix A

People and Organisational Development Structure Chart

Head of People and Organisational Development

Dawn Aunger

Business Partner Manager

Sarah Tolhurst

Assistant Head of People and Organisational Development

(Change) Ben Rom

Assistant Head of People and Organisational Development

(Specialist Services)Julie Wood

Change & Engagement Business Partners Employee Relations & Helpdesk

Employment, Reward and Diversity

Health, Safety and Wellbeing

Resourcing and Safeguarding

Corporate Learning and Development

PA to Head of People and Organisational Development

Caroline Shircore

Social Care Learning and Development

Project Operations & Programme Managers


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ADDITIONAL GUIDANCE (this part can be deleted from final plans):

People Planning

Remember the Corporate workforce development themes below…….

Green Cornwall and Climate Change It is the responsibility of all services to ensure that where possible, they contribute towards all Green Cornwall outcomes (these outcomes are referenced in the Council business plan but can be fully accessed from the Green Cornwall Strategy Document), but specifically to the Green Council strand where the specified outcome is to reduce the Council’s carbon emissions by 40% by 2020.

All service plans will need to consider the possible impacts of climate change, and whether preparatory work is therefore required, when setting objectives. Significant vulnerabilities to current service delivery from severe weather events will be covered by Business Continuity Planning. The Climate Change Vulnerability Assessment requires all services to document their vulnerabilities to a wide range of climate driven factors in order to understand and plan for an adjustment in service activities in the long term as weather patterns change due to climate change.

Note that headline climate change scenarios prepared by UKCIP for the South West (including Cornwall) are wetter warmer winters, increasingly hotter drier summers

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and a propensity for more frequent weather extremes such as heavy rain, heat waves, storminess and further sea level rise. These are projections and not predictions. Safeguarding Everybody has the right to be safe no matter who they are or what their circumstances. Safeguarding is about protecting children, young people and vulnerable adults from abuse or neglect. We are all responsible for the safety of children, young people and vulnerable adults. We must ensure that we are doing all we can to protect the most vulnerable members in our society. The safeguarding agenda applies to every service, team and individual (including our volunteers, partners and contractors), that engage with children, young people and vulnerable adults in the work that we do. Further details on Safeguarding can be accessed via the following link: http://cornwallcouncilintranet.cc.cornwallonline.net/default.aspx?page=4048 Equality and Diversity All members of staff are responsible for considering and incorporating equality and diversity within their projects, service plans or strategies/policies. This will include making sure that equality and diversity is considered as part of the Landing Points within the Thinking Room model. The Equality Act (2010) requires us to assess the impact our policies, changes to policy etc have on the way we deliver services to our communities and workforce. This makes sure that we:

• Make decisions that are justified, evidenced, relevant and identify any mitigating actions as required including any engagement process

• Reduce public expenditure in an efficient and fair way

• Have an evidenced based record showing that the potential impacts have been

considered and what mitigations have been implemented where required Although we are not obliged to undertake an Equality Impact Assessment we are, as described above, required to assess any impact so an Equality Impact Assessment (EIA) is the tool that Cornwall Council uses to ensure that we comply with the Equality Act (2010) and the Public Sector Duty. To support you your Directorate Equality Action Group (DEAG) is available for advice regarding EIA’s and other equality and diversity issues, details can be found via this link: http://cornwallcouncilintranet.cc.cornwallonline.net/default.aspx?page=2402 You are not required to carry out an Equality Impact Assessment on this Service Plan but you need to refer to any outcomes from any EIA carried out within

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your service area over the past 2 years to assess whether this influences your service plan or your objectives. Past EIA’s are available via this link or from your DEAG: http://www.cornwall.gov.uk/default.aspx?page=5450 If required please contact your DEAG Coordinator for advice. Remember that staff (managers and non-managers) equality and diversity training is mandatory. General equality awareness and training needs to have taken place in the last 3 years and Equality e-learning (e-essentials) in the last 12 months. Any objectives you list must identify potential equality impacts and plans need to be in place to formally assess those impacts as part of the project management process as described above. The Project management resources and templates will guide you with this and give you support contacts in your Directorate who can help and advise around equality and diversity. Crime and Disorder

What is our obligation to crime and disorder reduction? Section 17 of the Crime and Disorder Act 1998 and subsequent acts place a legal duty on the Council (and therefore all employees, Elected Members and the employees of companies contracted to carry out our work) to do all they reasonably can to reduce crime and disorder, antisocial behaviour, substance misuse and behaviour adversely affecting the environment. The purpose of the duty is to facilitate a focussed and coordinated response to how the Council makes day to day decisions on issues and service delivery, recognising the impact either individually or collectively that decisions can have on the crime and disorder reduction agenda for Cornwall. What approach should we take? The Corporate Approach - this involves treating crime and disorder reduction as a 'whole organisation' activity and supporting this at a corporate level by fostering a commitment to creating safer communities. The recognition within the Service Plans of the impact of activity on crime and disorder will assist us in increasing our potential for delivering safer communities, demonstrate best value, respond to community concerns and provide joined-up service delivery where possible and appropriate. Contact Sarah Necke in the Community Safety Team should you wish to discuss further 01872 323736. Corporately Shared Indicators The suite of agreed corporately shared indicators will be produced as a separate definition document. These indicators do not need to be incorporated within the service plan

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Prepared by: Dawn Aunger

Head of People and Organisational Development

People and Organisational Development

12 March 2014

If you would like this information in another format please contact:

Cornwall Council County Hall Treyew Road Truro TR1 3AY

Telephone: 0300 1234 100

Email: [email protected]

www.cornwall.gov.uk

mailto:[email protected]�

people and organisational development - cornwall€¦ · produces their own individual service plan...

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