PUBLIC SERVICE PEOPLE MANAGERS’ ASSOCIATION (PPMA)

2016-18 BUSINESS PLAN

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The Association for People People in Public Services

The PPMA

Political and economic challenge and change continue to make unprecedented demands on HR and OD in public services. From public sector policy reform and the austerity agenda’s impact on staff and services to the effect of the ‘consumer society’ on customer expectations of public services, the context for HR and OD practitioners is highly complex and unique.

The PPMA has influenced the agenda for over forty years, evolving and changing to reflect the professional community it serves. We are a resilient and evolving representative body that has demonstrated a willingness to change alongside our members.

The PPMA is part of the public service HR and OD landscape. We understand the fundamental and crucial roles that HR plays in re-shaping our organisations so that they continue to meet the needs of the communities they serve. We never forget that the reason we are here is to enable and support the delivery of services to communities. We lead thinking and drive change.

The PPMA appreciates that the public sector and the organisations that have traditionally formed it are now becoming part of a wider public service sector, where services are delivered by a wider range of delivery organisations. The Association recently changed its name to reflect this. The PPMA will continue to adapt, work with and represent HR and OD for all of those in the wider public service landscape.

This business plan defines our ambition for the PPMA and identifies the steps we need to take to create the capacity we require to achieve this ambition.

The PPMA’s Strengths:

We are the collective voice for the public service HR and OD community, influencing and challenging in a way individual HR and OD practitioners often cannot. Our collective voice is stronger

We influence positively key decision-makers and stakeholders on people- management and workforce issues. We are in-touch professionally, with strong connections across the entire public services HR and OD community

We are committed to the development of world-class HR and OD practice in public services and help members add value to their organisations and their own professional development

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We facilitate the shaping and sharing of good practice among members, with a large ‘family’ of specialists to call on, and a diverse and highly experienced Board which works as a team to further the aims of the profession and the PPMA.

We offer significant and value-for-money talent and professional development opportunities to our members via the Rising Stars, PEER, Apprentices and seminar programmes

We have strong relationships with corporate sponsors, recognition from government, the LGA and CIPD for our expertise; delivering a high profile for the Association and its members.

We build strong sector networks and relationships, ready access to good practice, sector intelligence and accessibility. We provide opportunities for members to collaborate on key public service HR and OD issues. We recognise and respond to new requirements for our profession

We provide thought leadership on today’s key issues for the HR and OD community across public services. Our brand is strong.

We are inclusive, accessible and willing to change. We are broadening our appeal to a wider network of public service organisations, individual members of all ages and seniority and corporate sponsors

We are resilient. We recognise perspectives both from history and newly emerging ones.

OUR OBJECTIVES, OUTCOMES AND MEASURES

Objective One – Provide a high value offering for our members

The PPMA enables HR practitioners to be at the forefront of reshaping their organisations so that they can continue to meet the needs of their customers in changing times.

Whilst significant savings have been achieved by public services, greater challenges are yet to come with new public service operating models. The HR and OD community will need to step-up in these challenging and exciting times

We need to support our members to create a strong talent pipeline, sustain and enhance employee engagement, improve employee productivity and flexibility and the appropriateness of reward arrangements must come under scrutiny.

We believe that the public services HR and OD community is equal to the challenge and will be stronger with the support of the PPMA.

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The Opportunity

Understanding what members want, assisting members to fulfil their individual aspirations and providing offerings at a national and regional level and for specific interest groups, will enable the PPMA to work with more people in a greater number of organisations.

Creating a wider membership base provides commercial opportunities (see Objective 3), improves revenue generation and provides links into the fast-developing wider public service sector. More members from a wider base of organisations also provides for stronger ties with those who move between parts of the public sector including charities and the civil service.

Membership of the PPMA should be an attractive option and represent a necessity for HR and OD people in public services. The PPMA exists for its members and we should provide an integrated offering, reflecting what our members need to support them in addressing short and long-term challenges, shaped by them and easy to access.

Our offering will be relevant to all members whatever the size or focus of their organisation and at whatever stage of their HR career they are at. For our members, being part of the PPMA will be a confidence building choice.

Our membership offer

A dynamic website with high value content that supports people in their work An active profile through Social Media with regular news and in-depth analysis

of key HR topics through website blogs, Twitter posts, the LinkedIn community and Facebook pages

A series of high profile thought leadership events nationally and regionally including an Annual Seminar

Quality content and project which focus on the key issues which HR will need to drive, foster and influence to make sure their organisations are properly equipped to meet the challenges of the next 2 years, including the devolution agenda. .

Discounted rates for members to selected events, other relevant bodies and selected products

Networking opportunities with peers and other professionals through regional events and social media platforms

A regular newsletter and the quarterly MJ Supplement

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Outcomes and Measures

Outcomes Measures

An improved profile and increasing membership drawn from across public service organisations

An aspirational target of a membership increase of 15% over the next 3 years.

Courageous and confident professionals influencing their own organisations, regionally, nationally and politicians.

Annual surveys of HR professionals seeking feedback on the impact of the Association on their practice. By 2018, 90% say the PPMA has helped them to be effective influencers.

Improved networking opportunities for members

A minimum of 2 opportunities to take attend/take part in regional//national and sector level network/ development events per annum.

90% satisfaction with what’s on offer and the events themselves by the end of 2017.

A credible high value/high content offer primarily through our website and social media.

Regular high content, pithy blogs including one following each event/meeting. Content to be channelled through Ten Horizon.

Feedback through twitter

Website hits show a 10% increase by the end of 2016.

Linked in traffic increased by 25% by 2018.

Well developed and maintained relationships with other public sector people partners and sponsors.

90% satisfaction from sponsors with respect to their relationship with the PPMA.

A minimum of 2 joint events/articles per annum with other public sector partners.

A strong media presence

A minimum of 2 high content blogs/articles etc. per month.

75% membership awareness of media presence.

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Objective 1 Planned actions for 2016-18

Outcome Action Lead When

An improved profile and Increasing membership across public service organisations

Publish the PPMA Business Plan as a ‘plan on the page’ on the website.

Contact all members and invite them join the PPMA Group.

Develop a marketing strategy for our new and differentiated offer, focusing on areas in particular where we wish to increase representation

Stuart Elrick Board MembersWork stream LeadsAll members

Dilys Wynn and Sue Evans

Principal Officers

February 2016

Courageous and confident professionals influencing their own organisations, regional, national and politicians.

Use sponsors to develop a piece of content for each of the themes and then promote through Linked In, articles and blogs

Continue the “Rising Stars” programme for talented people in the HR community in public services

Continue “Peer into The Future” Programme with Penna

Continue with Apprentice of the Year Programme

Annual seminar/conference

Develop a programme of events to be run across the country

Subject Leads

Leatham Green

Yvonne Skingle

Leatham Green

Annually

Annually

Improved networking opportunities for members

Continue to build networking into all events e.g. as is done in Peer and the Annual Seminar.

Maintain active networks already set up e.g. Shires.

Explore the opportunity to develop special interest networks e.g. Cities.

Event organisers

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A credible high value/high content offer primarily through our website and social media.

Review the website to ensure it is supporting the objectives of the PPMA

Put in place regular mechanisms for getting feedback from the membership to help us assess the extent to which our offer is right

Sue Evans/Barry Pirie with Carol Wormwell

Stuart ElrickEvent organisers and Blog writers collate what is being received by way of feedback.

Well developed and maintained relationships with other public sector people partners and sponsors.

Our lead officer to act as a conduit to ensure sponsor opportunities.

President and Vice President to lead assisted by the Board to lead relationships with public sector people partners and publicise their work.

Dilys Wynn

Board

A strong media presence.

Develop a social media strategy to ensure we are using the tools available to promote the PPMA and engage with our members and other stakeholders

Board

Carol Wormwell

Beginning immediately and on-going

Objective Two – Positioning the PPMA as a thought leader and influencer of policy and practice in the public service sector

The PPMA is the voice that can lobby on behalf of its members and influence thinking and decision making. To do so, the PPMA has to have something important to say.

The PPMA has an opportunity to build on the contribution made by past-Presidents and put itself at the forefront of the debate about the future. The PPMA has achieved very good press coverage in the last year and this will be maintained and developed though our Media Strategy.

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The Opportunity

Creating the ‘voice’ will involve both reaction and pro-action. Using social media will become a norm for us, alongside optimising the potential from the traditional media forms. We can develop our website’s functionality further, e.g. Knowledge Bank, regular blogs from senior figures, and also exploit the potential of LinkedIn, Twitter, Facebook and associated channels more effectively for both the reactive and particularly the pro-active ‘voice.’

The key issues

The table below sets out a number of issues that we as an Association will focus on. This will not preclude us exploring other issues as and when they rise. We have allocated a lead to each of these issues. We will look to build partnerships with sponsors and other bodies to promote these issues.

Issue Lead Actions Partners/others

Developing and fostering the leadership behaviours and skills within and across organisations to be able to respond to the requirement for increased levels of commercialism and partner working.Organisation and Workplace Transformation including service redesign; new models of working and service provision; and partner models.Workforce Transformation – how best to achieve it through using reward, staff engagement and diversity to support transformation; performance improvement tools and how best to increase productivity.Building the Workforce of the Future. This will mean looking forward and predicting what will be needed so that we ensure we attract and retain talent; develop apprenticeship and graduate development schemes; and focus on developing the right skills and behaviours in our existing workforces.

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Outcomes and Measures 2016/18

These are the key outcomes and measures we will use to understand how effective we are at being that ‘pro active voice’.

Outcome Measure

PPMA to be an authoritative voice on behalf of the public service people management community

By survey of selected organisations, over 90% of public service senior HR and OD professionals are aware of the PPMA100% of Chief Executives and public service business leaders are aware of the PPMANumber of seminars/events that PPMA Members have spoken at.4 PPMA Supplements in the MJ

President of the PPMA recognised as a ‘go-to’ voice on people management matters in the public service sector

President of the PPMA regularly, i.e. weekly, offers commentary on public service people management issues•

Asked to comment on the important issues by the broadcast and print media when they arise

Regular, e.g. weekly, requests for comment from the broadcast and print media on matters relating to people management in the public services

Influence important debates, being at the right table and listened to

100% of key debates where PPMA is at the right table e.g. with the LGA

Working effectively with partners and across sectors on topics of mutual interest and benefit

Stakeholders and partners provide feedback via survey of the value the PPMA provides to their organisationsAnnual Impact Survey

Our partners speak positively about public services and the PPMA’s contribution to effective people management in those services

Identify the actions necessary to develop existing partnerships (with HPMA, SPDS, LGA) and build new ones

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Objective Three –Ensure a sustainable organisation to achieve our mission

The environment in which the PPMA is operating remains difficult. We must continually improve the offer to our members and act as a thought leader and influencer.

The Opportunity

Our current relationships with sponsors are collaborative and productive.

Our Board, elected officers and member effort on work-streams are a significant voluntary resource. Voluntary effort remains at the heart of the PPMA’s drive for influence and thought leadership..

Our developing operating model must build on the best of what we have and increase those positive core aspects of the Association. For instance, by increasing the number and deepening our relationships with other professional and representative bodies such as SOLACE, LGA, CIPD and new representative bodies emerging in the public services sector.

Outcomes Measures

To have financial stability and effective control of all resources, investing appropriately to support delivery of our objectives

Annual turnover increasing by (10% target) per annum

The PPMA is a successful business, with an annual surplus (5%) on the current account

To have a well-managed, mutually-beneficial relationship with our sponsors and they wish to remain as sponsors

Increasing % of financial sponsorship year-on-year from the 2015 base numbers

Annual Sponsor feedback provides clear evidence of the value of the relationship with the PPMA for the sponsor(s) and that sponsors establish long-term relationships with the PPMA due to our corporate credibility

To ensure value for money and effective support arrangements

Annual review by Board

To create a revised Board and regional structures, with clear accountability and effective support, to enhance focus and pro-activity in delivering our objectives

Revised Board and arrangements in place which are easy to manage and affordable.

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Objective 3 Planned actions for 2015-17

Action Lead When

To have financial stability and effective control of all resources

Regular reporting of financial position

Martin To each Policy Board + Annual Audit of Accounts

To have a well-managed, mutually-beneficial relationship with our sponsors and they wish to remain as sponsors

Sponsors - Develop an effective risk-assessment tool used when considering the case for commercial products and services and sponsor relationships, to ensure appropriate degree of risk exposure

Dilys Start February 2016

Sponsors - Clarify the outputs and outcomes from and for our sponsors, so that we can better assess whether the relationship is mutually beneficial. Identify contributors to Peer.

Dilys and Principal Officers

April 2016

. Sponsors -Provide forums in which sponsors can engage with us and mechanisms to get their feedback e.g. a sounding board. Annual meeting and invitation to September Board development session.Publish opportunities provided by sponsors.

Board

Lead Officers and Dilys

Start February 2016

August 2016

To create a revised Board and regional structures

Review of Board and Regional Structures

President and immediate past President

September 2016

To systematically monitor our progress and impact

Develop a suite of metrics against which we can measure our success and agree a reporting cycle

Martin February 2016

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