People Strategy 2013/17
|
|
- Allison Hicks
- 7 years ago
- Views:
Transcription
1 D a t a L a b e l : P U B L I C West Lothian Council People Strategy 2013/17
2 Contents 1 Overview 2 2 Council Priorities 8 3 Strategy Outcomes 10 1 Engaging and motivating our employees 13 2 Recognised as a good employer 15 3 Helping our employees to succeed 16 T 4 Ensuring equality for all 18 5 Ensuring a healthy and safe workforce 20 A Appendix A: Action Plan 22 1 P a g e
3 1 Overview 1.1 F o r e w o r d Every day, West Lothian Council provides a diverse range of essential services to over 170,000 people both within and outwith West Lothian. The quality and effectiveness of these services rely on the commitment, dedication and ability of each and every one of our employees, who on a daily basis make a difference to the lives of our customers. In common with many other organisations, the council faces particularly difficult challenges in maintaining and improving the quality and effectiveness of service outcomes whilst achieving ever tighter efficiency targets. The People Strategy acknowledges the critical role that a motivated, skilled and capable workforce plays in every aspect of service delivery and continuous improvement and sets out a plan for the key activities and actions over the next five years which will support and drive the development and effective leadership of our employees. Recognising and acting upon the need to change and adapt has long been a feature of the council s approach to leadership and forward planning. The People Strategy has been developed in conjunction with the Customer Strategy and the Improvement Strategy and as such is a key enabler for the successful delivery of the council s Corporate Plan. The outcomes contained within the Strategy are aimed at ensuring that the council remains a customer focused and high performing organisation. The recognition of the value and benefits that come from having a fully skilled, engaged and motivated workforce remains the key to our continuing success as a leading council. John McGinty Leader of the Council Graham Hope Chief Executive 2 P a g e
4 1.2 C o n t e x t The People Strategy is designed to support the council s key aim of improving the quality and value of the services it provides to the people of West Lothian. At the core of the People Strategy is the recognition that the continuing ability of the council to achieve this aim depends ultimately on the skills and commitment of our employees. It is essential therefore that the council has a clear vision supported by a strategy and plan for the systematic support and development of our employees at all levels. The council s reputation and ability to deliver services to the highest quality and standards is built on strong leadership and the abilities and goodwill of our employees. This is visible in the significant contribution that they make every day to our local communities and in their willingness to adapt, improve and innovate. The outcomes and related activities identified in the People Strategy represent the key areas in which supporting policies, practices and actions will be developed and implemented as part of an integrated approach with other corporate strategies. Development activities and opportunities will be designed to ensure that programmes meet the development needs of individuals and the council as a whole. The council s approach to leadership development recognises the importance of building capacity at all levels in the workforce and the key role that leaders and managers have in facilitating effective employee engagement and communication. Listening to the views of employees and acting appropriately on feedback from surveys and other consultation processes will ensure that the People Strategy outcomes and actions remain meaningful and relevant. 1.3 S t r a t e g y D e v e l o p m e n t The People Strategy has been designed to deliver the priorities identified in the council's Corporate Plan, taking account of the views expressed by the community, partners and stakeholders as part of the Delivering Better Outcomes consultation. The priorities and associated activities are key to ensuring that the council s overall aim of continuing to deliver excellent public services is achieved. The council has embraced the principles of continuous improvement and is committed to best practice and new and improved ways of working. This is reflected throughout the People Strategy in terms of the effective management, development and engagement of our employees. 3 P a g e
5 Our strategy to nurture customer and outcome focused employees is validated through our corporate performance monitoring processes and through external assessment, such as the council s corporate accreditation in Investors in People and the Customer Excellence standard. The People Strategy supports and is aligned to other corporate strategies, plans and improvement activities, including the Improvement and Customer strategies, management plans and the programme of West Lothian Assessment Model (WLAM) reviews. This will promote a consistent and integrated approach and ensure the council s key strategies and plans are unified around a single set of priorities and outcomes. The Strategy has been developed in conjunction with key stakeholders including Depute Chief Executives, Managers, Heads of, Managers, employees and Trade Unions and is aligned with the council s Corporate Plan ( ) and other supporting strategies. 1.4 O w n e r s h i p a n d S c o p e o f t h e S t r a t e g y Achieving the challenging outcomes contained within the People Strategy requires clear commitment and strong leadership from the council and the full involvement and commitment of all council employees. The council s role is to nurture and promote a positive and inclusive culture and to create a framework that encourages effective engagement, open communication and good performance. Employees are equally responsible for managing their own performance and development and communicating any issues that may prevent them from achieving their potential. The People Strategy outcomes will be progressed and monitored by the HR Programme Board and will be integrated into service management plans, supported by appropriate action/project plans. The HR Programme Board will conduct scheduled reviews to ensure that the council remains on track to deliver the outcomes and that these continue to be relevant to the council and the achievement of corporate priorities. Critically, through the annual employee survey results, the HR Programme Board will assess whether the strategy continues to be relevant to the 4 P a g e
6 needs of employees and of the council and will consider what changes may be necessary. The effective delivery of the People Strategy outcomes requires the commitment and buy-in of all the relevant stakeholders. Specific responsibilities are listed below. Employees are responsible for engaging with agreed processes for delivering the People Strategy outcomes and complying with the requirements of these processes. They are also responsible for taking personal ownership of their own performance, development and improvement as necessary, and engaging positively with their managers and fellow employees in all aspects of work-related issues. Employees must also exercise a duty of care in respect of health and safety arrangements, highlighting any concerns to their managers. It is the responsibility of all council employees to ensure that they contribute to establishing a workplace that embraces diversity where all are treated equally, and with respect and dignity. Trade Unions will be consulted in the development of policies, procedures and processes to deliver People Strategy outcomes. Heads of are responsible for ensuring that agreed actions and outcomes are effectively integrated into service plans and activities. This includes ensuring the implementation of effective employee engagement, listening to employees, motivation and development, performance management, health and safety, equality and diversity measures and workforce planning. Managers are responsible for the operational implementation of agreed actions contained in service plans and activities as approved by the Head of. This includes the engagement, motivation and development of employees through effective management and performance review, the monitoring and delivery of agreed equality and diversity outcomes, the management and improvement of health and safety arrangements and workforce planning to ensure the efficient use of resources. 5 P a g e
7 Enabling s will provide the necessary corporate policies, procedures and processes, as well as advice, information and support to assist services in delivering the People Strategy outcomes. This will include Human Resources, Finance and Estates in relation to workforce planning, Legal s on employment law issues and IT in respect of modernisation and flexible working. It is the responsibility of each and every employee in the council to engage positively with all aspects of the People Strategy and to contribute as best they can to ensure that the planned outcomes are achieved. 6 P a g e
8 Governance Group Local Negotiating Committee for Teachers (Teaching Unions) Conditions of Joint Working Group (Non-Teaching Unions) Corporate Working Group on Equality HR Programme Board Corporate Management Team Partnership and Resources Policy Development and Scrutiny Panel Council Executive Governance/Scrutiny Role Consult on devolved conditions of service including policy development to reach agreement on a range of matters not subject to national bargaining. Formal discussion and consultation forum with the recognized trade unions on all aspects of employment policy development and applications of terms and conditions of service Responsibility for monitoring progress against the council s corporate equality outcomes and compliance with equality impact assessment regulations. Reviewing and implementing policies, procedures and standards. Monitoring projects relating to this strategy Approve strategies, policies and reports for PDSP and Council Executive The role of this PDSP is: a) to develop policies with a view to making recommendations for their adoption by Executive or to the Education Executive. b) to review the working of existing policies of the Council, and to make recommendations about their working, amendment or replacement to the Council Executive or to the Education Executive, and c) to prepare and follow in so far as practicable a forward work plan to assist the continuous flow of policy and the best use of council resources. All of the Council s policy making, decision making and statutory functions, powers and duties. Reporting Frequency 6 Weekly Monthly Monthly 6 Weekly Annual progress report and thereafter as required. Annual progress report and thereafter as required. Annual progress report and thereafter as required. 7 P a g e
9 2 Council Priorities The council has set eight priorities in the Corporate Plan (2013/17) in consultation with the local community, partners, stakeholders and employees. These priorities, along with the three enabler themes, represent the key activities that the council will undertake to deliver better outcomes for West Lothian. The People Strategy focuses on building capacity in the council through the effective deployment, development and management of employees and contributes to the Corporate Plan by supporting the eight council priorities and by directly contributing to the identified enablers of: Delivering Financial Planning Strategy outcomes through improved workforce management and planning linking with the council s budgeting for better outcomes approach. Corporate Plan (2013/17) p26 Delivering Corporate Governance and Risk Strategy outcomes by managing health and safety through effective policies and procedures and monitoring activities. Corporate Plan (2013/17) p27 Modernisation and Improvement Strategy outcomes by developing a skilled, healthy, well informed, highly motivated and diverse workforce to support the changes necessary. Corporate Plan (2013/17) p28 Figure 1 illustrates where the People Strategy links directly to a council priority or enabler. Council Priorities People Strategy 1. Improving the employment position in West Lothian 2. Improving attainment and positive destinations for school children 3. Delivering positive outcomes and early intervention for early years 4. Improving the quality of life for older people 5. Minimising poverty, the cycle of deprivation and promoting equality 8 P a g e
10 Council Priorities People Strategy 6. Reducing crime and improving community safety 7. Protecting the built and natural environment 8. Delivering positive outcomes on health Financial planning Corporate governance and risk Enablers Modernisation and improvement Figure 1: Council priorities and the People Strategy 9 P a g e
11 3 Strategy Outcomes The People Strategy has been designed to support the delivery of the council s priorities contained in the Corporate Strategy 2013/17. The aim of the People Strategy is to provide employees with the necessary support and development to improve the quality and value of the services the council provides to the people of West Lothian. In summary the strategy outcomes are: Engaging and motivating our employees Recognised as a good employer Helping our employees to succeed Ensuring equality for all Ensuring a healthy and safe workforce. The outcomes focus on ensuring that the council is regarded as a great place to work and where people: make a difference feel valued and rewarded feel supported and committed are encouraged to be flexible and innovative are able to embrace change feel confident and capable The success of the council in achieving its objectives is highly dependent on the skills and commitment of its employees. The People Strategy seeks to send out a simple and clear message about the council s aspirations and expectations as a good employer. 3.1 Outcome Benefits There are a number of benefits that will be delivered through the People Strategy outcomes Benefits for the customer Customer experience is enhanced by employees who are empowered and have the knowledge, confidence and discretion to deal appropriately with their requests. 10 P a g e
12 Customers have access to high quality, customer focused services provided by skilled, motivated and informed employees. Customers receive services from highly professional employees who are responsive, flexible and empathetic when dealing with their requests. Customer access to services is improved through the deployment of a more mobile and flexible workforce and good management of the available resources. Customer views and preferences are reflected in service planning, design and delivery through regular two-way engagement with employees Benefits for employees Employee confidence and job satisfaction is enhanced through the provision of a healthy, supportive and nurturing working environment. Employees have access to appropriate learning and development opportunities that will improve their job-related skills, knowledge and experience. Employees understand how they contribute to the wider council priorities through regular opportunities for two-way engagement with managers and team leaders. Employees are supported in their work by effective leadership and management. Employees are aware that they work for an inclusive council and that there is fair and equal treatment in all aspects of employment. Employees have a safe working environment, with risks being proactively managed and good health promoted and encouraged. Employees experience a structured and planned approach to change management, service delivery and planning Benefits for the council The council s performance is improved by more effective employee engagement and communication. The council s management and leadership development is consistent across the council and has a renewed focus on employee engagement and development leading to the achievement of better outcomes. The council s approach to managing employee performance is focussed and consistent, with effective corporate processes established. The council s commitment to diversity and equality is promoted to ensure all employees are able to participate fully in all aspects of work. Issues of inequality are reviewed and a focus for improvement. 11 P a g e
13 The council is able to reinforce clear lines of responsibility and accountability to help provide a healthy and safe working environment. The council s employee resource planning processes function as an integral part of the overall service planning process to ensure the best use of resources. The council s service re-structuring is planned and well managed, providing flexibility in relation to efficiency and the effective delivery of services. 12 P a g e
14 O u t c o m e 1 : Engaging and motivating our employees Purpose The council s ability to sustain the delivery of high quality and award winning services is dependent upon the capability, dedication and creativity of our employees. Motivation and commitment are key drivers of employee performance and the aim is to more effectively engage and develop employees through improved communication, increased participation and more focused learning and development. Activities The main activities that will be undertaken in 2013/17 to achieve this priority outcome are to: Establish effective employee engagement processes across the council. Provide development opportunities to employees that balance their development needs with service requirements. Utilise employee engagement data to identify and plan where and how communication can be improved. Develop management and leadership programmes which support the council s strategic outcomes and corporate values. The following performance indicators are indicative of the range of indicators that will be used to monitor progress over the life span of the strategy: Indicator Name Percentage of employees who agree or strongly agree there is effective teamwork percentage of attendees at training courses who said their personal learning objectives were fully met Percentage responders to employee survey Responsible Target Officer 80% 100% All s Heads of N/A 100% All s Heads of 58% 75% All s Heads of 13 P a g e
15 Percentage of managers who participated in corporate learning and development programmes 95% 100% All s Heads of 14 P a g e
16 O u t c o m e 2 : Recognised as a good employer Purpose The council puts employees at the heart of the organisation and aims to ensure that employees recognise the value placed on their role by the council. This commitment is demonstrated through a systematic and fair process for managing people and their performance that recognises individual and team contribution and is linked to skill and competency development. Ownership of council performance and achievement is therefore shared equally between the council and each and every employee. This outcome addresses the importance of leadership and effective and active engagement and consultation with employees in terms of service delivery and improvement. Activities The main activities that will be undertaken in 2013/17 to achieve this priority outcome are to: Implement a new framework for managing employee performance. Promote a performance culture which identifies the desired outcomes supported by the development of key skills and competencies. Encourage and celebrate individual and team performance. The following performance indicators are indicative of the range of indicators that will be used to monitor progress over the life span of the strategy: Indicator Name Percentage of annual employee performance reviews completed Percentage of services compliant with Investors in People standard Percentage of respondents who agree or strongly agree there is reward and recognition for employees Responsible Target Officer N/A 100% All s Heads of 100% 100% All s Heads of 77% 85% All s Heads of 15 P a g e
17 O u t c o m e 3 : Helping our employees to succeed Purpose The achievement of the council s key priorities and outcomes is driven and determined by the skills, experience and continued commitment of our employees. The council recognises and values the vital role played by employees and the importance of ensuring that they are provided with the necessary support and development to perform to the best of their ability. The People Strategy and this outcome in particular, have been designed to ensure that the council continues to appropriately plan, manage and develop our workforce, providing effective management, policy and organisational arrangements to support all employees. Activities The main activities that will be undertaken in 2013/17 to achieve this priority outcome are to: Support employees in new ways of working that will make the council more efficient and provide better levels of service for our customers. Ensure that our employees have the required competencies and capabilities to deliver council priorities through a structured approach to workforce and succession planning. Manage organisational change effectively and align it with corporate strategies and plans. Develop, implement and review human resource initiatives and policies to support the council s Modernisation Programme. The following performance indicators are indicative of the range of indicators that will be used to monitor progress over the life span of the strategy: Indicator Name Number of days to recruit to a vacancy Number of successful outcomes for displaced employees Responsible Target Officer 31 days 25 days HR s HR s Manager 100% 100% HR s HR s Manager 16 P a g e
18 Percentage of HR policies reviewed Percentage of services who have implemented a targeted employee development plan. 30% 100% HR s HR s Manager N/A 100% All s Heads of 17 P a g e
19 O u t c o m e 4 : Ensuring equality for all Purpose The council is committed to providing equality of opportunity both as a service provider and an employer. The council recognises the benefits of a diverse workforce and is committed to the goal of eliminating discrimination and promoting equality and diversity across the organisation. Underpinning the People Strategy is a commitment to promote and celebrate diversity throughout the council by consulting, engaging and acting on the views and concerns of employees and embedding these issues into service delivery, policy development and employment practice. Activities The main activities that will be undertaken in 2013/17 to achieve this priority outcome are to: Deliver learning and development for employees and managers on equality and diversity issues. Ensure each service area has appropriate procedures for undertaking effective equality impact assessments. Engage with the relevant equality groups and organisations to inform policy development and promote diversity. Develop effective equality monitoring processes. The following performance indicators are indicative of the range of indicators that will be used to monitor progress over the life span of the strategy: Indicator Name Percentage of targeted employees who have completed equality and diversity training in the last 3 years Percentage of services that have procedures in place for equality impact assessment Percentage of respondents who agree or strongly agree the organisation effectively manages equality and diversity Target Responsible Officer N/A 100% All s Heads of N/A 100% All s Heads of 72% 100% All s Heads of 18 P a g e
20 Council s score against the Stonewall Index maximum of 200 points Corporate s Head of Corporate s 19 P a g e
21 O u t c o m e 5 : Ensuring a healthy and safe workforce Purpose The council works continuously to support employees to achieve and maintain healthy working lives and this commitment is illustrated through the attainment of the gold standard in the Scotland s Healthy Working Lives initiative. The council promotes active health initiatives and encourages effective management and support of employees who are experiencing ill health. The council, through its Elected Members, Chief Executive, Depute Chief Executives and Heads of, accepts its responsibility as an employer for ensuring the health, safety and welfare of all its employees whilst at work. Activities The main activities that will be undertaken in 2013/17 to achieve this priority outcome are to: Improve employee health and well being through the Healthy Working Lives Strategy. Implement a proactive and supportive approach to attendance management through the effective application of appropriate policies and procedures. Ensure that the physical working environment is safe and that any inherent risks are assessed and managed. Encourage employees to take responsibility for their own health and safety and that of others. The following performance indicators are indicative of the range of indicators that will be used to monitor progress over the life span of the strategy: Indicator Name Percentage of employees participating in active health at work events Percentage of employees returning to normal monitoring under sickness absence Percentage of properties compliant with health and safety legislation Target Responsible Officer N/A 20% HR s Health and Safety Manager 77% 85% HR s HR s Manager 90% 100% All s Named Responsible Officer 20 P a g e
22 Percentage of incidents not reportable to the Health and Safety Executive. 98% 100% HR s HR s Manager 21 P a g e
23 Action Plan Action Description Planned Outcome Owner Start End Produce an updated Workforce Plan each financial year as a baseline for managing resource issues. Develop and implement a standardised process for conducting service reviews. Undertaken annual employee survey Publish an annual Employee Communication and Engagement Strategy. Identify current and future staffing requirements to produce a Workforce Plan at the start of each financial year providing a summary within the annual Management Plan and aligned with activity based budgets. To implement a Restructure Process that ensures service reviews are consistently conducted and that appropriate governance is part of the process. Conduct employee survey to obtain the views of employees. Produce an action plan to be included in Employee Communication & Engagement Strategy Produce an Employee Communication & Engagement Strategy in line with the management planning process. This should incorporate an analysis of the employee survey results s have a detailed understanding of workforce profile and develop appropriate strategies to address issues arising from workforce audits reviews will be carried out consistently and in accordance with recognised best practice and council policy Improved employee morale which results in improved service performance Improved employee morale which results in improved service performance Heads of HR s Manager Head of Corporate s Heads of Ap p e n d i x A Status (Planned, Active, Complete) 01/04/14 Annually Active 01/04/13 31/03/14 Active 01/04/13 Annually Active 01/04/14 Annually Planned 22 P a g e
24 Action Plan Action Description Planned Outcome Owner Start End Develop and implement a new framework for performance review. Develop new framework for identifying and managing employee performance. Employee performance is reviewed annually against service delivery. Head of Corporate s Status (Planned, Active, Complete) 01/04/13 31/03/14 Planned All employees have an annual performance review and that learning and development activities are identified to address competency gaps. s have an established process managing employee performance and identifying learning and development needs. A collective Learning and Development Plan should also be produced for prioritising needs and training budgets. Individuals receive constructive and honest feedback on their performance. The process records performance, health and safety and development needs. Heads of 01/04/14 Annually Active Develop and implement framework for equality outcomes. Provide guidance and agree action plans and monitoring arrangements for agreed equality outcomes. Progress is made in achieving equality outcomes. Head of Corporate s 01/04/13 31/03/14 Active Implement action and monitoring arrangements for equality outcomes. Agree action plans and monitoring arrangements for agreed equality outcomes. Progress is made in achieving equality outcomes. Heads of 01/04/14 31/03/14 Planned Review health and safety policies, procedures and arrangements and provide an annual plan. s will produce a Health and Safety Action Plan as part of the annual management planning and budgeting process. Plans are established to progress health and safety issues within the services. Heads of service 01/04/14 Annually Planned 23 P a g e
25 Appendice West Lothian Council People Strategy 2013/17 J u l i e W h i t e l a w Ac t i n g H e a d o f C o r p o r a t e S e r v i c e s D e c e m b e r F o r m o r e i n f o r m a t i o n : E m a i l a d d r e s s : h r s u p p o r w e s t l o t h i a n. g o v. u k T e l e p h o n e n u m b e r : W e s t L o t h i a n C i v i c C e n t r e H o w d e n S o u t h R o a d L i v i n g s t o n W e s t L o t h i a n E H F F 24 P a g e
Stratford on Avon District Council. The Human Resources Strategy
Stratford on Avon District Council The Human Resources Strategy Page 1 1 Purpose of The Human Resources (HR) Strategy The purpose of this document is to review the role and effectiveness of human resource
More informationCity and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1
City and County of Swansea Human Resources & Workforce Strategy 2013-2017 Ambition is Critical 1 Delivering quality services for a safer, greener, smarter, fairer, healthier, richer Swansea Executive Summary
More informationNORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY. Version Date: 18 November 2014 Approved by: Human Resources Committee
NORTH EAST SCOTLAND COLLEGE HUMAN RESOURCES STRATEGY Version Date: 18 November 2014 Approved by: Human Resources Committee HUMAN RESOURCES STRATEGY 1.0 Introduction 1.1 The merger of Aberdeen and Banff
More informationHR Enabling Strategy 2012-2017
This document is yet to be put into corporate format but this interim version can be referred to for the time being. Should you have any queries, please refer to Sally Hartley, University Secretary, x
More informationPeople & Organisational Development Strategy
2013-2018 People & Organisational Development Strategy Delivering excellent research Delivering an excellent student experience Enhancing global reach and reputation 1. Introduction Glasgow 2020: A global
More informationOffice of Human Resources. (a Directorate of the Cabinet Office) Operational Plan 2015 16
Office of Human Resources (a Directorate of the Cabinet Office) Operational Plan 2015 16 October 2015 About Us The Office of Human Resources was established with effect from 1 st April, 2014, as an integral
More informationCHANGE MANAGEMENT PLAN
Appendix 10 Blaby District Council Housing Stock Transfer CHANGE MANAGEMENT PLAN 1 Change Management Plan Introduction As part of the decision making process to pursue transfer, the Blaby District Council
More informationMiddlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager
Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant
More informationHow To Manage Performance In North Ayrshire Council
North Ayrshire Council Performance Management Strategy February 2015 Contents 1. Foreword... 3 2. Introduction... 3 3. What is performance management?... 4 3.1 Why is it important to North Ayrshire Council?...
More informationHow To Help Your Educational Psychology Service Self Evaluate
Quality Management in Local Authority Educational Psychology Services Self-evaluation for quality improvement Quality Management in Local Authority Educational Psychology Services Self-evaluation for quality
More informationIntroduction. Page 2 of 11
Page 1 of 11 Introduction It has been a year since The Walton Centre brought its recruitment function in-house and it was critical that the organisation took this step. This is a specialist organisation
More informationFIVE YEAR HR STRATEGIC PLAN 2012/13 2016/17
FIVE YEAR HR STRATEGIC PLAN 2012/13 2016/17 Section 1: Background 1.1 The Human Resources Office underwent a major restructuring exercise in 2011 and is now professionally staffed and grouped into work
More informationPUBLIC HEALTH WALES NHS TRUST CHIEF EXECUTIVE JOB DESCRIPTION
PUBLIC HEALTH WALES NHS TRUST CHIEF EXECUTIVE JOB DESCRIPTION Post Title: Accountable to: Chief Executive and Accountable Officer for Public Health Wales NHS Trust Trust Chairman and Board for the management
More informationNorthern Ireland Environment Agency Corporate Social Responsibility
Northern Ireland Environment Agency Corporate Social Responsibility September 2011 Introduction This document has been prepared by the Northern Ireland Environment Agency (NIEA) in line with general NICS
More informationHow Good is Our Council?
A guide to evaluating Council Services using quality indicators Securing the future... l Improving services l Enhancing quality of life l Making the best use of public resources Foreword Perth & Kinross
More informationBusiness Plan for Strategic Human Resources - March 2012 to 30 September 2013
Business Plan for Strategic Human Resources - March 2012 to 30 September 2013 1. Introduction 1.1 The Service s key responsibilities are to: 1.2 Context Design & deliver people and organisational development
More informationINVESTORS IN PEOPLE REVIEW REPORT
INVESTORS IN PEOPLE REVIEW REPORT Lower Farm Primary School Page: 1 of 13 CONTENTS Key Information 3 Assessor Decision 3 Milestone Dates 3 Introduction 4 Assessment Objectives 4 Feedback Against the Assessment
More informationARGYLL AND BUTE COUNCIL SUPPORT SERVICES REVIEW HR & PAYROLL EXECUTIVE SUMMARY- 2 NOVEMBER 2011
ARGYLL AND BUTE COUNCIL SUPPORT SERVICES REVIEW HR & PAYROLL EXECUTIVE SUMMARY- 2 NOVEMBER 2011 1 Introduction 1.1 The Heads of Customer & Support Services, Improvement & HR and the workstream leads for
More informationEquality Process & Procedure in the Human Rights Act, 2008 - First Steps
EQUALITY IMPACT ASSESSEMENT INITIAL FORM (FOR HR POLICIES) Name of policy/procedure/function to be assessed: H01 Disciplinary Procedure Name of manager responsible for this policy/procedure/function: Martin
More informationHuman Resources Strategy 2012-2016. Excellent People
Human Resources Strategy 2012-2016 Excellent People SPONSOR: Sandra Le Blanc Director of Human Resources Signature: AUTHORS: Sandra Le Blanc Director of Human Resources Keith Warrior Associate Director
More informationREPORT OF THE SERVICE DIRECTOR CUSTOM ERS AND HUMAN RESOURCES WORK BASED COACHING IN NOTTINGHAMSHIRE COUNTY COUNCIL
Report to Personnel Committee REPORT OF THE SERVICE DIRECTOR CUSTOM ERS AND HUMAN RESOURCES 20th January 2016 WORK BASED COACHING IN NOTTINGHAMSHIRE COUNTY COUNCIL Agenda Item: 4 Purpose of the Report
More informationProperty Asset Management Plan
Data Label: Public Delivering Better Outcomes Property Asset Management Plan 2013/14 to 2017/18 Contents 1. Foreword Pg 2 2. Introduction & Background Pg 3 3. Corporate Plan Priorities Pg 8 4. Corporate
More informationDerbyshire County Council Performance and Improvement Framework. January 2012
Derbyshire County Council Performance and Improvement Framework January 2012 Contents 1. Introduction 3 2. About the framework 4 3. Planning 7 5. Monitoring Performance 8 6. Challenge and Review 11 7.
More informationNational Standards for Safer Better Healthcare
National Standards for Safer Better Healthcare June 2012 About the Health Information and Quality Authority The (HIQA) is the independent Authority established to drive continuous improvement in Ireland
More informationWorking Together. Marketing and. Communications Strategy 2013-2016. August 2013. Uncontrolled Copy. Marketing and Communications Strategy 2013-2016
Marketing and Working Together Communications Strategy 2013-2016 2016 August 2013 Borders College 30/9/2013 1 Working Together Marketing and Communications Strategy 2013-2016 1.0 Vision 1.1 The College
More informationReview of the Management of Sickness Absence Conwy County Borough Council
Audit 2004/2005 Date: December 2005 Authors: Ros Adams and George Jones Ref: 1072A2005 Review of the Management of Sickness Absence Conwy County Borough Council Contents Summary Report Introduction 3 Background
More informationHuman Resources Report 2014 and People Strategy
24 February 2015 Council 5 To consider Human Resources Report 2014 and People Strategy Issue 1 The annual report on Human Resources issues and a proposed People Strategy. Recommendations 2 Council is asked
More informationAGENDA ITEM 5 AYRSHIRE SHARED SERVICE JOINT COMMITTEE 1 MAY 2015 AYRSHIRE ROADS ALLIANCE CUSTOMER SERVICE STRATEGY
AYRSHIRE SHARED SERVICE JOINT COMMITTEE 1 MAY 2015 AYRSHIRE ROADS ALLIANCE CUSTOMER SERVICE STRATEGY Report by the Head of Roads Ayrshire Roads Alliance PURPOSE OF REPORT 1. The purpose of this report
More informationThe Standards for Leadership and Management: supporting leadership and management development December 2012
DRIVING FORWARD PROFESSIONAL STANDARDS FOR TEACHERS The Standards for Leadership and Management: supporting leadership and management development December 2012 Contents Page The Standards for Leadership
More informationTHE UNIVERSITY OF YORK HUMAN RESOURCES STRATEGY 2010-2015. Summary
THE UNIVERSITY OF YORK HUMAN RESOURCES STRATEGY 2010-2015 Summary Context The University aims to continue to build and develop an environment in which staff can develop and contribute to the achievement
More informationSKILLED, ENGAGED & MOTIVATED STAFF
Leadership and Management Capability Flexibility of Staff SKILLED, ENGAGED & MOTIVATED STAFF Skills Assurance Reward and Recognition Scottish Court Service People Strategy 2012 2015 1 Why have a People
More informationHuman Resource Change Management Plan
Structural Reform in Western Australian Local Governments Human Resource Change Management Plan A resource for the progression of your workforce through the structural reform process Contents Human Resource
More informationRISK MANAGEMENT STRATEGY 2014-17
RISK MANAGEMENT STRATEGY 2014-17 DOCUMENT NO: Lead author/initiator(s): Contact email address: Developed by: Approved by: DN128 Head of Quality Performance Julia.sirett@ccs.nhs.uk Quality Performance Team
More informationConfident in our Future, Risk Management Policy Statement and Strategy
Confident in our Future, Risk Management Policy Statement and Strategy Risk Management Policy Statement Introduction Risk management aims to maximise opportunities and minimise exposure to ensure the residents
More informationCareNZ Job Description GENERAL MANAGER HUMAN RESOURCES
CareNZ Job Description GENERAL MANAGER HUMAN RESOURCES Responsible to: Responsible for: Chief Executive HR and Payroll Administrator HR Interns and Volunteers Dimensions Location of work Other information
More informationWWL People Strategy 2015/16 2018/19. Page 1 of 7. Version 0.3 (March 2015)
WWL People Strategy 2015/16 2018/19 Version 0.3 (March 2015) Page 1 of 7 Contents Page 1.0 Mission Statement 3 2.0 Strategic Goals 3 3.0 Themes 3 3.1 Attract, Retain & Develop talented staff who embody
More informationVale of Glamorgan. Overview Report: Review of HR and Workforce Planning. November 2011
Vale of Glamorgan Overview Report: Review of HR and Workforce Planning November 2011 Content 1 Introduction 1 2. Review Findings 3 3. The Way Forward 17 2012 Grant Thornton UK LLP. All rights reserved.
More informationPEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN IRELAND
PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN IRELAND DRAFT JULY 2011 PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN
More informationUNIVERSITY OF BRIGHTON HUMAN RESOURCE
UNIVERSITY OF BRIGHTON HUMAN RESOURCE STR ATEGY 2015 2020 Human Resources Strategy 2015 2020 01 INTRODUCTION In its Strategic Plan 2012 2015, the university has set out its vision, ambition and plans for
More informationJOB DESCRIPTION. To contribute to the formulation, implementation and evaluation of the Nursing and Midwifery Strategy.
JOB DESCRIPTION Job Title: Division: Reports to: Accountable to: Deputy Director of Nursing Nursing Division Director of Nursing & Midwifery Director of Nursing & Midwifery Key Relationships: Director
More informationSwindon Borough Council Equality & Diversity Strategy. Agreed at Cabinet 14 th April 2010. Introduction
Swindon Borough Council Equality & Diversity Strategy Agreed at Cabinet 14 th April 2010 Introduction Swindon Borough Council wishes to be recognised as a leading public authority in the way it promotes
More informationChristchurch City Council. Human Resources. Activity Management Plan. Long Term Plan 2015 2025. 15 December 2014. Human Resources
Human Resources Activity Management Plan Long Term Plan 2015 2025 15 December 2014 Human Resources Quality Assurance Statement Christchurch City Council Civic Offices 53 Hereford Street PO Box 73015 Christchurch
More informationThe Risk Management strategy sets out the framework that the Council has established.
Derbyshire County Council Management Policy Statement The Authority adopts a proactive approach to Management to achieve Best Value and continuous improvement and is committed to the effective management
More informationLSE Knowledge Skills and Behaviours Framework for managers and leaders Guidelines
LSE Knowledge Skills and Behaviours Framework for managers and leaders Guidelines Contents Introduction 2 A guide to the KSB framework 3 LSE Leadership and Management: 3 Behaviours LSE Leadership and Management:
More informationCOMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015
COMMUNICATION AND ENGAGEMENT STRATEGY 2013-2015 NWAS Communication and Engagement Strategy 2013-2015 Page: 1 Of 16 Recommended by Executive Management Team Communities Committee Approved by Board of Directors
More informationExternal Audit BV Performance Report: Delivering Change Management and Financial Sustainability
CLACKMANNANSHIRE COUNCIL THIS PAPER RELATES TO ITEM 05 ON THE AGENDA Report to: Resources and Audit Committee Date of Meeting: 24 September 2015 Subject: External Audit BV Performance Report: Delivering
More informationGlasgow City Council. Assurance and Improvement Plan Update 2013 16
Glasgow City Council Assurance and Improvement Plan Update 2013 16 April 2013 Introduction Contents Introduction... 3 Summary... 4 National risk... 5 Areas that remain no scrutiny... 8 Areas that remain
More informationManage our corporate governance practices effectively and efficiently ensuring Country Care service and supports are person centred
Introduction Country Care s Customer Service Charter represents our vision and values and sets out what our service users can expect from Country Care when they select us to provide their service. Country
More informationRecruitment Information Pack
Recruitment Information Pack Job Title Cook Reference No 378.26 Location Colinshiel Court, Armadale Hours 20 Salary 15,242-17,175 pro rata Status Permanent Thank you for your interest in this post, if
More informationWorkforce Management Plan 2013-2017
Workforce Management Plan 2013-2017 Adopted on Wednesday 19 June 2013 Contents Message from the General Manager 5 city Plan: Cascade of Plans 6 our Vision, Mission and Community Outcomes 7 Introduction
More informationREPORT 4 FOR DECISION. This report will be considered in public
REPORT 4 Subject: Safety Readiness for the Summer 2013 Events Programme Agenda item: Public Item 7 Report No: 4 Meeting date: 28 May 2013 Report to: Board Report of: Mark Camley, Interim Executive Director
More informationPractical guide for using the Continuous Learning Framework and the Changing Lives leadership model to develop leadership in social services
Practical guide for using the Continuous Learning Framework and the Changing Lives leadership model to develop leadership in social services 1 Introduction Changing Lives 1, the Report of the 21 st Century
More informationCentral Services. Business Support Service JOB DESCRIPTION
Central Services Business Support Service JOB DESCRIPTION POST: GRADE: Grade: Band 12 RESPONSIBLE TO: A Head of Business Support STAFF MANAGED: Team Leaders. In some instance, a Business Support Manager
More informationHuman Resources Department Strategic Plan
Human Resources Department Strategic Plan 2010-2014 Human Resources Department Table of Contents Executive Summary... 3 Strategic Context University of Regina Planning Framework... 4 Strategic Planning
More informationEstablish staff satisfaction action group including majority staff representatives Establish resource planning group
Staff Satisfaction Survey 2013 Action Plan Overall Influence N/A Identify priority teams Priority teams identified End Feb Programme Management Clarity Identify successful Teams identified End Feb Work
More informationEmployee Engagement Strategy
Sunshine Coast Hospital and Health Service Employee Engagement Strategy - 2016 Health and wellbeing through exceptional care. Great state. Great opportunity. Version control Version No. Modified by Comments
More informationDivision of Human Resources Strategy 2011-2016
Division of Human Resources Strategy 2011-2016 www.le.ac.uk/personnel/ Version: HR STRATEGY 2010-2014 2011.04.13.docx University of Leicester Human Resources Strategy 2010 2014 Contents: EXECUTIVE SUMMARY
More informationPosition Description
Position Description Wesley Disability Services Quality Risk & Compliance Specialist Agreement Signed Quality Risk and Compliance Specialist Signed Executive Manager, Wesley Disability Services Date Date
More informationCatherine Booth College: School for Learning & Development. The Salvation Army Capability Framework: Generic Matrix
Catherine Booth College: School for Learning & Development The Salvation Army Capability Framework: Generic Matrix V3.0 Sep 2014 Contents ATTRIBUTES... 5 SERVICE USER PERSPECTIVE... 6 TEAM PERSPECTIVE...
More informationHuman Resources & Facilities Services. Service Delivery Plan 2014/15. Overview of the Human Resources Service
Human Resources & Facilities Services Service Delivery Plan 2014/15 Overview of the Human Resources Service The role of the HR Service is to support the Council in achieving its corporate objectives, priorities
More informationHR Corporate Objectives and Strategy Action Plan January 2013
Reference Objective / Strategy Action Responsibility Target Date (CO1) By 2016 we will be in the top 20% of Acute Trusts as measured by the NHS National Staff Survey Embed the Trust values into reward
More informationAppendix 10: Improving the customer experience
Appendix 10: Improving the customer experience Scottish Water is committed to delivering leading customer service to all of our customers. This means we deliver the following activities: We will ensure
More informationEqual Pay Statement and Information 2015
Equal Pay Statement and Information 2015 Contents 1. Introduction... 2 2. Commitment... 4 3. Purpose... 8 4. Approach... 10 5. Equal Pay Information... 12 6. Occupational Segregation... 14 7. Equal Pay
More informationCommunications Strategy
Communications Communications July 2013 Version 1.1 1 Communications River Clyde Homes Vision Our vision is to provide quality, affordable homes, in neighbourhoods we can be proud of and to deliver excellent
More informationPerformance Management Strategy & Framework. Debbie Kadum, Chief Operating Officer. Debbie Kadum, Chief Operating Officer
Reporting to: Trust Board Tuesday 25th July 2013 Enclosure 5 Title Sponsoring Director Author(s) Performance Management Strategy & Framework Debbie Kadum, Chief Operating Officer Debbie Kadum, Chief Operating
More informationBuilding Equality, Diversity and Inclusion into the NHS Board Selection Process for Non Executives and Independent Directors March 2012 Edition
Building Equality, Diversity and Inclusion into the NHS Board Selection Process for Non Executives and Independent Directors March 2012 Edition The NHS Leadership Academy s purpose is to develop outstanding
More informationCorporate Health and Safety Policy
Corporate Health and Safety Policy Publication code: ED-1111-003 Contents Foreword 2 Health and Safety at Work Statement 3 1. Organisation and Responsibilities 5 1.1 The Board 5 1.2 Chief Executive 5 1.3
More informationOur Framework Summary
Our Framework Summary REVIEW Evaluate and improve P Develop str improve Take action to improve DO We believe organisations succeed by realising the potential of their people. Because good people make a
More informationHow To Manage The Council
Mole Valley District Council Corporate Communications Strategy 2002-2005 CONTENTS Content Section 1: Introduction Section 2: Stakeholders Section 3: Objectives Section 4: Targets Section 5: Principles
More informationService and Improvement Plan 2015 18
Service and Improvement Plan 2015 18 Property and Risk 1. Introduction Property and Risk Service and Improvement Plan 2015 2018 1.1 The Property and Risk Service and Improvement Plan covers the period
More informationAPPENDIX A Human Resources (HR) - Service Delivery Plan 2015-2016
APPENDIX A Human Resources (HR) - Service Delivery Plan 2015-2016 Overview of HR Service The HR team comprises 1 HR Manager and 1 HR Support Officer. The HR Manager is currently part time, for 30 hours
More informationOrganisational Development Improvement Strategy 2009-2011 Delivering results through our people
Organisational Development Improvement Strategy 2009-2011 Delivering results through our people 1 Index Page No Foreword 3 What is Organisational Development? 4 Organisational Development- Driving change
More informationABERDEEN CITY COUNCIL JOB PROFILE
ABERDEEN CITY COUNCIL JOB PROFILE 1 Job Details Job Title: Director Job Profile No: Directorate: Corporate Governance Grade: Version Date: 18 th June 2015 2 Job Purpose As an active member of the Chief
More informationClinical Specialty Midwife/Nurse (CSM/N) Quality & Risk Women s Health
POSITION DESCRIPTION Clinical Specialty Midwife/Nurse (CSM/N) Quality & Risk Women s Health Date Produced/Reviewed: November 2012 Position Holder's Name : Position Holder's Signature :... Manager / Supervisor's
More informationOrganisational Development Strategy 2012-2014. Proactively aligning our culture to our purpose
Organisational Development Strategy 2012-2014 Proactively aligning our culture to our purpose Organisational Development Strategy Foreword The higher education sector is undergoing significant changes,
More informationRole Description Enterprise Architect and Solutions Delivery Manager
Role Description Enterprise Architect and Solutions Delivery Manager Cluster Agency Division Location Classification/Grade/Band Kind of Employment NSW Health Cancer Institute NSW Information Technology
More informationDisability ACT. Policy Management Framework
Disability ACT Policy Management Framework OCT 2012 Disability ACT Policy Management Framework Version October 2012 Page 1 of 19 1. Context... 3 1.1 Purpose... 3 1.2 Scope... 3 1.3 Background... 3 1.4
More informationPERFORMANCE & PERSONAL DEVELOPMENT PROGRAMME Launched: April 2010
PERFORMANCE & PERSONAL DEVELOPMENT PROGRAMME Launched: April 2010 1 PERFORMANCE & PERSONAL DEVELOPMENT PROGRAMME INDEX Page Introduction 3 PPDP Cycle 4 Performance planning meeting 5 Performance planning
More informationINVESTORS IN PEOPLE ASSESSMENT REPORT PERPETUITY RESEARCH & CONSULTANCY INTERNATIONAL
INVESTORS IN PEOPLE ASSESSMENT REPORT PERPETUITY RESEARCH & CONSULTANCY INTERNATIONAL Page: 1 of 11 Page Description 3 Key Information 3 Conclusion 4 Introduction to Perpetuity Research & Consultancy International
More informationLeading Experts in Employment Law, Industrial Relations and best practice Human Resource Management in Ireland
Leading Experts in Employment Law, Industrial Relations and best practice Human Resource Management in Ireland Who We Are Established in 2003, we are one of Ireland s best-known and respected providers
More informationTRUST BOARD - 25 April 2012. Health and Safety Strategy 2012-13. Potential claims, litigation, prosecution
def Agenda Item: 8 (i) TRUST BOARD - 25 April 2012 Health and Safety Strategy 2012-13 PURPOSE: To present to the Board the Trust Health and Safety Strategy 2012-13 PREVIOUSLY CONSIDERED BY: Health and
More informationBOARD OF DIRECTORS PAPER PART 1 COVER SHEET. Meeting Date: 30 May 2012. National NHS Staff Survey report and action plan.
BOARD OF DIRECTORS PAPER PART 1 COVER SHEET Meeting Date: 30 May 2012 Agenda Item: 1.11 Paper No: F Title: National NHS Staff Survey report and action plan. Purpose: To advise of the main findings of the
More informationPOSITION DESCRIPTION. Role Purpose. Key Challenges. Key Result Areas
POSITION DESCRIPTION Position Title Manager, Technical Services Support Position Number Reports to Manager Technology Services Functional Auth HRM Auth Region IT Services Centre Head Office Date Feb 2011
More informationEmergency Management and Business Continuity Policy
www.surreycc.gov.uk Making Surrey a better place Emergency Management and Business Continuity Policy 4 TH EDITION June 2011 Title Emergency Management and Business Continuity Policy Version 4.0 Policy
More informationSuite Overview...2. Glossary...8. Functional Map.11. List of Standards..15. Youth Work Standards 16. Signposting to other Standards...
LSI YW00 Youth Work National Occupational Standards Introduction Youth Work National Occupational Standards Introduction Contents: Suite Overview...2 Glossary......8 Functional Map.11 List of Standards..15
More informationStrategic Guidance for Community Planning Partnerships: Community Learning and Development
Strategic Guidance for Community Planning Partnerships: Community Learning and Development COMMUNITY LEARNING AND DEVELOPMENT: STRATEGIC GUIDANCE FOR COMMUNITY PLANNING PARTNERSHIPS EXECUTIVE SUMMARY This
More informationHuman Resources Strategic Plan
OTAGO & SOUTHLAND DISTRICT HEALTH BOARDS Human Resources Strategic Plan 2009-2012 March 2009 HUMAN RESOURCES STRATEGIC PLAN 2009 2012 Contents Executive Summary...2 1. Introduction...3 2. Human Resources
More informationCase study: developing an internal communications and engagement strategy
Case study: developing an internal communications and engagement strategy Writing an internal communications and engagement strategy that works isn t easy, but essential if you re going to focus on achieving
More informationStrategy 2012 2015. Providing resources for staff and students in higher and further education in the UK and beyond
Providing resources for staff and students in higher and further education in the UK and beyond Strategy 2012 2015 EDINA is a JISC National Datacentre Table of Contents Introduction... 1 Vision... 1 Mission
More informationFXP-14-49 A 5 YEAR PLAN FOR FALMOUTH EXETER PLUS (FX PLUS) TO PROVIDE WORLD-CLASS CAMPUS FACILITIES AND SERVICES TO STUDENTS AND STAFF
FXP-14-49 A 5 YEAR PLAN FOR FALMOUTH EXETER PLUS (FX PLUS) TO PROVIDE WORLD-CLASS CAMPUS FACILITIES AND SERVICES TO STUDENTS AND STAFF For approval at the Falmouth Exeter Plus Board, 9 July 2014 CONTENTS
More informationBest Value toolkit: Performance management
Best Value toolkit: Performance management Prepared by Audit Scotland July 2010 Contents Introduction The Audit of Best Value The Best Value toolkits Using the toolkits Auditors evaluations Best Value
More informationSchool business management competency framework
Professional development Schools School business management competency framework A guide to continuous professional development for SBMs Foreword National Association of School Business Management The
More informationPerformance Management and Service Improvement Framework
Performance Management and Service Improvement Framework Author Marcus Evans, Operational Director - Performance and Customer Insight Date: September 2014 Contents Page 1. Introduction 3 2. Strategic ning
More informationThe role of Head of HR
The role of Head of HR Brook is looking to appoint its first permanent Head of Human Resources as part of the final stages of merging into single, unified organisation. This role will develop an ongoing
More informationBackground: POSITION DESCRIPTION. Position Number: 3005. Facilities & Infrastructure, MUSUL Services. Classification Level: Professional Level 6
POSITION DESCRIPTION Position Number: 3005 Position Title: Division: Department: Employment Status: Operations Coordinator Facilities & Infrastructure, MUSUL Services Facilities & Infrastructure Full Time,
More informationSubject: Resource & Governance Business Plan 2014/15
CLACKMANNANSHIRE COUNCIL Report to Resource & Audit Committee THIS PAPER RELATES TO ITEM 10 ON THE AGENDA Date of Meeting: 19 June 2014 Subject: Resource & Governance Business Plan 2014/15 Report by: Senior
More informationCommunication and Engagement Strategy 2014 2017. Final Version 30 th June 2014
Communication and Engagement Strategy 2014 2017 Final Version 30 th June 2014 Contents Introduction 4 Strategic Objectives and Role of Communications 6 Communications now and by 2017 7 Communications and
More informationWest Dunbartonshire Council s Employee Recognition Framework
West Dunbartonshire Council s Employee Recognition Framework CONTENTS 1 Introduction page 3 2 Overview of the framework page 3 3 Communicating and promoting success page 4 4 WDC Annual Employee Recognition
More informationfor Safer Better Healthcare Draft National Standards for Safer Better Healthcare September 2010 Consultation Document September 2010
Draft National Standards for Safer Better Healthcare Consultation Draft Document National Standards September 2010 for Safer Better Healthcare Consultation Document September 2010 About the Health Information
More informationPutting the patient first: issues for HR from the Francis report
February 2013 Discussion paper 7 Putting the patient first: issues for HR from the Francis report This discussion paper has been designed to help inform and shape the format of our forthcoming listening
More information