People Management

Development and Wellbeing

Service Plan 2015/16

Date 26/05/15 (V.10)

Directorate: Communities and Organisational Development

People Management, Development & Wellbeing Service Plan 2015/16

26 May 2015 V10 Final 2

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1. Introduction

Paul Masters, Corporate Director Communities and Organisational Development

Last year was another period of great change and great

achievement. I was proud to be appointed as the new Corporate Director for Communities and Organisational Development combining all of our corporate functions together with community

safety and fire, and public protection and business support. This partnership will encourage my management team to drive corporate

initiatives and support co-designed with frontline service colleagues. I am delighted that the new structures and teams are now in place

following a period of uncertainty and concern and we can now all look forward to delivering the Council’s ambitions through practical, realistic and

specific steps which are laid out in this document. I thank everybody who has helped in bringing this plan together; now we must focus on delivery.

Dawn Aunger, Head of People Management, Development and Wellbeing

Welcome to our 2015/16 Service Plan for People Management Development and Wellbeing (PMDW).

As we enter the seventh 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 Management, Development and Wellbeing are an integral part of this developing story.

Through shaping the culture of the organisation, championing the vision and values and providing professional leadership we will continue 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.

Thank you for your contribution and commitment to making Cornwall Council the best it can be through our people.

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2. Purpose of the service plan

The Council has developed a new strategy whose aim is to create a sustainable Cornwall. This means a prosperous Cornwall that is resilient and resourceful; a place

where communities are strong and where the most vulnerable are protected. The aim of the strategy, which is built around eight themes, is to close the economic gap between Cornwall and the rest of the United Kingdom and to build on Cornwall’s

strengths and areas of excellence.

The delivery of the Council Strategy will be managed through the Council Business Plan which describes what we want to achieve, by when, how this will be done and how we will monitor and measure our progress.

What the delivery of the Council Strategy and Council Business Plan means for the

workforce is described in our People Strategy. Like the Council Strategy and Corporate Business Plan the People Strategy is a framework for the next four years.

It describes the workforce priorities for the next four years. This service plan describes the priorities for the People Management and

Development Service (PMDW) for 2015/16 and demonstrates the relationship between those priorities and the delivery of the Council strategy.

The service plan also operates as the delivery plan for the People Strategy in 2015/16 and includes service improvement priorities to ensure that we are effective

in our delivery.

The service plan will be routinely monitored and reviewed by the PMDW senior

leadership team and will inform the development of team plans. Team plans will describe the objectives for each of our five teams in terms of the day to day and core work of our service and in turn will inform the development of individual objectives

through the PDS process.

3. Overall approach to how we will deliver

Our service vision

Our vision is to create a vibrant place to work which inspires everyone to reach their full 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.

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Our ambition is to become the first choice provider of quality and highly regarded People Management, Development and Wellbeing services to Cornwall

Council and to organisations delivering public services in Cornwall.

Our aim is to create the conditions for securing an effective and efficient workforce

The Council needs to adopt modern organisational practices with regard to its staff

and structures. In redesigning the Council’s structures we need to continue reducing organisational

complexity and creating more flexible operating models that are capable of responding to change, managing demand, operating at lowest cost and making

sense to customers and partners. We have implemented standard organisational design principles with spans of

controls and layers in line with best practice to drive down cost and reduce ‘silos’. We need to continue to adopt modern working practices across the board with

flexible working and contracts that allow employees flexibility and the Council as an employer to manage peak and trough demands.

We need to have simplified employment policies and processes which aim to retain the right staff with the key skills needed for the future and the ability to retain and

attract new staff to the organisation. Part of this has already been delivered through a new Local Collective Agreement to address key issues such as increasing the wages of our lowest paid staff through the introduction of the Living Wage in April

2015.

We also need to think across Cornwall and share appropriate staff within the public sector particularly in the transactional services such as HR, payroll, and accounts

payable.

Our service objectives

The shape of the council will change significantly over the next four years; it will become leaner and more commercially focussed with some services devolved to our

local communities. We will need to support the organisation towards bringing together the public sector in Cornwall and putting our communities more in the driving seat. We have outlined below some examples of how we will deliver the

strategy, more detailed information about outcomes, aims, actions and measures can be found in section 4.

Partners working together

The Council believes that some services can be delivered more effectively and efficiently by working in partnership with other organisations, in particular

integrating with our Public Sector partners, with whom we have joined up to form the ‘Public Sector Group’ (PSG). Integrated Workforce Planning is one such specialism that we are developing through the Public Sector Cornwall ‘whole system’

HR Directors Forum.

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We will work closely with our health partners, seeking workforce solutions to improve care and support services for everyone in Cornwall. Delivering joined up community

care will ensure that these services are protected and we are also prioritising our safeguarding responsibilities to ensure that those who are most vulnerable in our communities are safe. This new model of working will both improve the customer

experience and also reduce the cost of care and support.

We will also be considering whether services can be preserved by delivering them through alternative service models of delivery, with a particular emphasis for example on partnerships with the voluntary and community sector and with town &

parish councils. We have a vibrant and innovative business community and we plan to work with the local private sector to build upon our aspirations for delivering

services in a different and more efficient way.

Being efficient, effective, innovative

We believe that by improving our management arrangements in certain key areas

that we can deliver services more efficiently, for example:

We have supported the redesign of the organisation so that service structures are

aligned with the medium term financial strategy and priorities for Cornwall Council, whilst ensuring that we retain the workforce capacity we need to undertake the

radical change required to deliver our Council strategy and the business plan.

Through a set of consistently applied corporate ‘design principles’ we have begun to

create a leaner, more resourceful organisation that delivers essential council services in the most efficient and effective way. We have significantly begun to reshape and

reduce the size of the Council’s workforce with estimated reductions in posts of circa 1,000 over the next four years including 369 posts that removed from the

establishment as a result of the 2014/15 restructure programme. This Service plan outlines our ambitions for 2015/16 to create an efficient and

effective workforce.

Structural change will be achieved through the Council’s proven Organisational Change Toolkit which ensures fairness for employees, opportunity for redeployment where possible and active engagement and consultation with staff and unions. Staff

may also work increasingly in different models of service delivery, for example arm’s length companies or partner organisations. A collective agreement with staff has

already secured changes to pay and conditions which, together with our structural changes, will result in a reduction to the pay bill of £31m over the lifetime of the Council business plan.

We will help our staff to develop new skills that fit with the changing nature of our

organisation, in particular leadership training with an emphasis on adopting a commercial approach, working effectively with partners and enhanced commissioning skills. Our People Strategy will define how the engagement and development of staff

will assist with changing the culture of the organisation in line with our new values and principles.

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We intend to explore a new operating model for PMDW including a more commercial approach to service delivery and improve how we measure our added value to our

internal and external clients

Cornwall already has a number of arm’s length relationships to deliver services. It is

intended to revisit the governance of these companies and to set up a group umbrella company which will enable these companies to improve, reduce

management / overhead costs and extend their ability to trade, therefore benefitting Cornwall Council as a shareholder.

Financial information and data

The Council has set a 4 year budget delivering savings of £196 million, of which £31

million will be found from the 2014/15 pay bill.

The PMDW service will begin work on the development and design of a new operating model in 2015/16 to ensure that the service is well placed to deliver future budget savings amounting to a total net budget reduction of 36% by 2017 (6% achieved by April 2015)

Revenue Budget Target 2015/16 to

2018/19

Net Budget

(£)

Net Budget

(£)

Net Budget

(£)

Net Budget

(£)

2015/16 2016/17 2017/18 2018/19

Head of Service

216,000

216,000

216,000

216,000

Business Partners

397,000

397,000

397,000

397,000

Specialist Team

Management

156,000

156,000

156,000

156,000

Employee Relations

591,000

606,000

524,000

442,000

Employment, Reward &

Diversity

529,000

543,000

470,000

397,000

Talent & Development

821,000

842,000

729,000

615,000

Health, Safety & Wellbeing

856,000

878,000

760,000

641,000

Disclosure Checks

94,000

94,000

94,000

94,000

Employee Benefit Scheme (19,000) (19,000) (19,000) (19,000)

Total

3,641,000

3,713,000

3,327,000

2,939,000

Target Budget

3,641,000

3,713,000

3,327,000

2,939,000

Savings required

(72,000)

386,000

388,000

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What we deliver

In the last year the shape of our service has changed. The Social Care Learning and Development team has transferred to the Education Health & Social Care Directorate. As part of the wider council re-design programme, the ‘Change Team’

has transferred to the Business Planning and Development Service.

The PMDW service now comprises of 5 distinct teams:

1. HR Business Partnering

2. Employment Reward and Diversity

3. Employee Relations

4. Talent and Development

5. Health, Safety & Wellbeing

Statutory Duties

People Management, Development and Wellbeing 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 Management, Development

and Wellbeing 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 Management Development and Wellbeing Service leads the development

of the organisations 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 Management, Development and Wellbeing Service has evolved in the six

years since the Unitary Cornwall Council was created in April 2009. 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.

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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 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 Management, Development and Wellbeing 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 day to

day PMDW specialist service delivery 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 in 2014/15

Our service achievements include:

1. Led the successful delivery of an organisational change and restructure programme, to deliver a new operating model aligned to the Council Strategy,

affecting 3700 employees across the organisation.

2. Negotiated a new collective agreement with the trade unions. This included school green book staff, delivered savings of £5.5m and facilitated the implementation of the living wage.

3. Re-designed and implemented a new PMDW service structure affecting over 100

employees, to meet the 6% savings target for 15/16 4. Developed and implemented a ‘Supporting People through Change’ framework to

support staff and managers as result of organisational change.

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5. Championed employee engagement as an organisational priority to improve performance and productivity; maintaining the Council’s engagement index at 63%

in 2014 and increasing our PMDW service engagement index to 69%. 7. Delivered a successful Leadership Conference in July to over 200 managers in

collaboration with corporate colleagues.

8. Delivered our service to budget and, as our customer feedback indicates, to a good standard.

9. Achieved National accreditation through the Safe Effective Quality Occupational Health Service SEQOHS accreditation scheme. We are one of very few councils that

have achieved this nationally recognised award from the Faculty of Occupational Health Medicine.

10. 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.

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4. What are we going to do?

Outcome 1: We will have moved closer to a joined up public sector for

Cornwall by 2016

Link to Business Plan

Business Plan Outcome 2, page 13 – Council wide

Aim

We will lead on or contribute to initiatives designed to improve

collaboration in the delivery of public services

Actions

1.1 Support the design, implementation and embedding of new

operating models for public service delivery through the implementation of our organisational change policy

o Lead: Sarah Tolhurst (Business Partner Manager) o Target Date: 31.3.16 o Measures: people change workstream defined; resources identified

and effectively deployed; positive stakeholder and customer feedback; employee survey results in respect of change

management maintained

1.2 Contribute to the design and delivery of workforce solutions which

improve capacity in respect of the delivery of health and social care services

o Lead: Dawn Aunger (Head of Service) o Target Date: 31.3.16 o Measures: Strategy and delivery plan agreed; project governance

established, resources identified and effectively deployed; key project targets achieved; interval impact assessment completed;

positive stakeholder and customer feedback

1.3 Consider collaborative HR solutions with NHS Kernow (CCG) with a

view to align/integrate and/or co-locate support services where practicable in 2015/16.

o Lead: Dawn Aunger (Head of Service) o Target Date: 31.3.16

o Measure: Solution is agreed with stakeholders and implemented

1.4 Lead a review of the future provision of and the operating model

for support services o Lead: Dawn Aunger (Head of Service)

o Target Date: 31.3.16 o Measure: Future of Support Services (FOSS) Project brief and

mandate approved; project governance established; resources

identified and effectively deployed; key project targets achieved;

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options appraisal developed and evaluated; strategy agreed and implementation plan and timetable approved

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Outcome 2: Our services will be less reliant on the central

government grant

Link to Business Plan

Business Plan Outcome 4, page 14 – Council wide

Aim

We will sustain a fit for purpose People Management, Development and Wellbeing operating model with a 30% reduction in central government funding by April 2017

Actions

2.1 Implement a service development programme which increases the

efficiency of service delivery and creates the capacity to maximise

opportunities to expand our customer base and generate income

o Lead: Julie Wood (Assistant Head of Service)

o Target date: 31. 3.16 o Measure: Service development programme scoped and

approved; resources identified and allocated; interval project deliverables secured

2.2 Secure increased transparency in respect of the determination of the PMDW budget, actively manage resource demands and budget pressures and deliver required savings for 2015/16

o Lead: Dawn Aunger (Head of Service) o Target date: From April 2015

o Measures: Base budget understood, savings strategy confirmed , monthly budget monitoring in place at team and

service level; resource demands actively managed within

budget parameters

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Outcome 3: We will create an agile, healthy, well skilled, engaged and

flexible public services workforce

Link to Business Plan

Business Plan Outcome 5, page 15 – Council wide

Aim

We will create a workforce plan which delivers an efficient and effective workforce.

Actions

3.1 Develop a Council Workforce Plan to create a picture of current and future workforce profiles, future numbers and skills needs

o Lead: Tim Bossenger (Talent & Development Manager)

o Target date: 31.12.15 o Measure: Critical resource and skill gaps across the organisation

have been identified with a workforce plan in place to address. Council workforce plan endorsed by CLT.

3.2 Develop a Council Learning & Development Strategy and training catalogue, funded by the Workforce Development Budget, to

address the skills and learning priorities identified in the Council workforce plan and the Business Plan.

o Lead: Tim Bossenger (Talent & Development Manager)

o Target date: 31.03.16 o Measure: Learning & Development Strategy approved by SLT/CLT.

Annual financial investment in the corporate workforce development budget is monitored and return on investment is evaluated.

3.3 Create talent management systems and processes to ensure that there will be a pool of people available with the right skills for key

roles in the Council both at leadership level and in areas where skills will be key to success, over the lifetime of the business plan.

o Lead: Tim Bossenger (Talent & Development Manager)

o Target date: 31.03.16 o Measure: Talent Management systems and processes have been

agreed and implemented with key stakeholders.

3.4 Support the restructuring activity across all internal directorates following the successful completion of the 2014/15 restructure programme

o Lead: Sarah Tolhurst (BP Manager) o Target Date: 31.03.16

o Measures: Appropriate HR solutions and advice provided to relevant Managers in accordance with project timelines. Restructure plans are in place and PMDW resources have been allocated appropriately

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3.5 Review, evaluate and tailor support to managers and staff to competently embed significant organisational change programmes

and build resilience and wellbeing into the workforce whilst minimising negative impacts on individuals and on service delivery.

o Lead: Sarah Tolhurst (Business Partner Manager)

o Target date: 30.06.15 o Measure: Embedding organisational Change Toolkit launched and

evaluated.

3.6 Provide advice and support to enable managers to keep individuals

at work, manage and reduce sickness absence and empower individuals to take responsibility for their own health and

wellbeing. o Lead: Sean Oates (Health, Safety and Wellbeing Manager) o Target date: 31.3.16

o Measure: Managers have been provided with policy information, toolkit and professional advice by PMDW enabling them to manage

sickness absence. Sickness absence for the Council reduced below 4% (9 days per FTE).

3.7 Develop and deliver a positive leadership development programme for CLT based on the Council’s new vision, values and behavioural

framework. o Lead: Dawn Aunger (Head of Service) o Target Date: 30.06.15

o Measures: CLT Leadership programme delivered and evaluated. Trust in leadership improved (employee survey %).

3.8 Review and make recommendations regarding the future of the

Cornwall Learning Academy in the absence of new European Social Funding to ensure we retain a Public Sector employer led focus and influence on external learning provision.

o Lead: Dawn Aunger (Head of Service) o Target date: 31.12.15

o Measure: CLA Board close the Phase 3 programme and agree future purpose and Terms of Reference.

3.9 Develop and deliver a Member development programme on a reduced budget of £27k to support and enable new and existing

Councillors to be effective in their corporate and community roles. o Lead: Tim Bossenger (Talent & Development Manager) o Target date: 30.06.15

o Measure: Member satisfaction levels maintained. Member development programme is delivered within budget.

3.10 Develop and deliver Safeguarding training for CLT and ELT to meet

our training requirements and mitigates risks.

o Lead: Tim Bossenger (Talent & Development Manager) o Target date: 30.06.15

o Measure: Chief Executive and Corporate Director for COD satisfaction levels with safeguarding training evaluated.

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3.11 Develop and implement changes to the Council’s employment and reward framework with projects to include: Implement Living Wage;

Implement changes to pay and conditions for schools based employees; Develop and implement employee recognition scheme; Prepare to implement CRP including schools; Develop and implement employment

policies; Implementation of new Fire, Teachers and LG pensions schemes; Rank to role exercise for Fire Service

o Lead: Kevin Pearce (Employment Reward & Diversity Manager) o Target date: 31.3.16 o Measures: Planned changes to employment and reward framework

implemented in line with legislative requirements and councils business plan.

3.12 Lead, develop and implement the equality, diversity and inclusion

agenda with projects to include: Approval of the E&D improvement plan;

Delivery of the improvement plan items for 2015/16 o Lead: Kevin Pearce (Employment, Reward and Diversity Manager)

o Target date: 31.3.16 o Measure: 2015/16 Equality and Diversity improvement plan actions

delivered

3.13 Develop improve and implement changes to the PDS scheme to

include: PDS behavioural framework; Operation of PDS o Lead: Kevin Pearce (Employment Reward and Diversity Manager) o Target Date: 31.03.16

o Measure: Agreed changes to the PDS scheme have been implemented. Increase levels of employee satisfaction with PDS

Scheme (30% 2014). Improve PDS compliance to 85% (65% 2014).

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Outcome 4: We will have put in place an organisational development

framework that clearly shows how we as a Council will operate

Link to Business Plan

Business Plan Outcome 5 COD, page 19 – COD directorate

Aim

We will develop and implement a People Strategy as part of the Organisational Development framework to enable the delivery of the Council Business Plan and Our Council Strategy 2015-19.

Actions

4.1 Lead the Investors in People annual accreditation review & conduct

an annual employee survey to help inform a new People Strategy

by June 2015. o Lead: Dawn Aunger (Head of Service)

o Target date: 30.06.15 o Measures: Achieve Investors in People accreditation for Cornwall

Council in 2015. Annual Employee Survey 2015 conducted and

evaluated with whole Council employee engagement maintained or improved above 63%. Increase staff morale index above 25%

(Baseline 2014 employee survey).

4.2 Create and drive the implementation of a medium term

organisational People Strategy 2015-19 o Lead: Dawn Aunger (Head of Service)

o Target date: 30.06.16 o Measures: Approval and publication of a People Strategy 2015-19.

Ensure each Head of Service has a People Plan in place to deliver the

People Strategy annually.

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Outcome 5: We will deliver our 5 core specialist PMDW services within budget, to an agreed standard and evidence value for money. (HR Business Partnering; Talent & Development; Employee Relations;

Employment, Reward and Diversity; Health, Safety and Wellbeing)

Link to the Business Plan

Business Plan Outcome 5, page 15 – Council wide

Aim

To sustain a People Management, Development and Wellbeing Service which is respected, valued and recognised for delivering a specialist

portfolio of HR services during times of significant organisational change.

Actions

5.1 Develop new service description for PMDW services to inform the development of service level agreements with all clients

o Lead: Julie Wood (Assistant Head of Service) o Target date: 30.6.15

o Measures: service description document approved and communicated; positive feedback from stakeholders and

customers; improved awareness within PMDW of the breadth of the service offer

5.2 Create service level agreements for implementation in

2016/17 with all internal services o Lead: Sarah Tolhurst (BP Manager) o Target date: 30.06.15 o Measure: Approach to development of costed People Plans has been

agreed and communicated to internal clients and service level agreements put in place for 16/17.

5.3 Create service level agreements and people plans for all PMDW external clients for 2015/16 and 16/17.

o Lead: Sarah Tolhurst (BP Manager) o Target date: 30.06.15 and 31.03.15 o Measure: Costed People Plans are in place for all external clients.

Service level agreements are in place for all external clients. Level of income through external SLA’s is maintained or increased year on

year.

5.4 Implement a PMDW service performance framework o Lead: Julie Wood (Assistant Head of Service) o Target date: 31.3 16 o Measures: service and team plans in place with interval targets

achieved and risks identified and mitigated; PDS actively managed

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with high level of engagement and compliance; individual, team and/or service capability development plans in place; service

scorecard agreed and actively monitored; team development plans in place; suitable benchmark information and customer

satisfaction measures in place with positive feedback; external accreditation and peer recognition achieved through

appropriate routes

5.5 Develop and implement a PMDW resource planning process o Lead: Sean Oates (HSW Manager) o Target date: 30.06.15

o Measure: PMDW resource plan and process in place.

5.6 Develop a positive Health and Safety culture

o Lead: Sean Oates (HSW Manager) o Target date: 31 March 2016

o Measures: Risk profiles and H&S Improvement plans are in place for all services. Increased % of employees who feel they work in a safe and healthy environment (66% 2014). The implementation of new

H&S governance arrangements. Increasing the visibility and understanding of health and safety with senior stakeholders.

Embedding the management of health and safety into business decisions

5.7 Define and communicate the HR Client function for BT Cornwall HR

Transactional Services o Kevin Pearce (ERD Manager)

o Target date: 30.06.15 o Measure: The purpose of the HR client function has been

communicated. Error rates for HR Transactional services with BT Cornwall have been monitored and evaluated. Customer satisfaction levels monitored and improved.

5.8 Develop mechanisms to improve PMDW engagement, e.g. service

away days to be designed by the extended senior leadership team o Lead: Kevin Pearce (ERD Manager) o Target date: 30.09.15

o Measure: Maintain or improve on our 2014 PMDW employee engagement index of 69% in 2015

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Risk Log

Risk No.

Risk Name Risk Definition Score Planned Actions to Mitigate Identified Risk

1 Resource Allocation Failure to have a robust PMDW resource allocation plan resulting in tensions between competing priorities.

9 Develop HR Resource Plan. Active management of Plan through appropriate governance arrangements.

2 PMDW Capacity Insufficient capacity within PMDW to deliver the service

plan in support of the council’s aims.

12 Identify Core service offer. Develop HR Resource Plan.

Recruit to vacant posts. Delivery of Service Improvement Plan. Implement Knowledge

transfer and succession planning activity across service. SPTC framework in use.

3 ERP The ERP system won’t be developed sufficiently to

deliver organisational workforce information needs.

12 Agree and implement ERP strategic Steering Group.

Improve self-service workforce information.

4 Employee Engagement Employees are not engaged with the PMDW Service Plan.

6 All service Away days. HOS fortnightly briefings.

Monthly service newsletter. Robust team plans and individual PDS objectives in place.

5 Customer Expectations We fail to meet customer

expectations

6 Core service offer is

articulated to customers. Robust SLA’s are in place. Resource to support People Delivery plans is agreed. Customer relationship management.

6 Financial context We fail to operate within 2015/16 budget. We fail to

develop a PMDW operating model that deliver 2017 savings target.

9 We understand our base budget funding.

Identify options to generate income. Introduce new charging

model. Robust budget management.

7 Employment claims There is a risk of Employment Claims impacting service delivery.

6 Ensure Policies and Procedures comply with legislation.

8 Service Fragmentation The potential fragmentation of PMDW services could reduce the effectiveness of our service offer

8 Planning for changes. Succession planning and knowledge transfer.

9 Service Reliance Some elements of this plan are reliant on other

programmes and people outside of PMDW which could

9 Engagement with CLT/ELT/DLT’s/SLT’s.

Corporate alignment of service plans.

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impact on delivery

10 Strategic Awareness We fail to align with the National, Corporate and

Political strategic agenda.

6 Network with National and Corporate External Bodies.

Horizon Scanning. Member Engagement. Continuous Professional Development.

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Prepared by: Dawn Aunger

Job Title: Head of People Management, Development and Wellbeing

Service Name: People Management, Development and Wellbeing

11 June 2015

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: enquiries@cornwall.gov.uk

www.cornwall.gov.uk