ITEM 5 EMPLOYMENT COMMITTEE 01 February 2006 Item No: 5 Subject: Workforce Development Plan Portfolio Holder: Juliet Short Lead Officer: Laila Cherry, HR Officer Contact on 01789 260709 SUMMARY To advise on the Council’s progress towards a Workforce Development Plan. BACKGROUND PAPERS Appendix 1 – Workforce Development Plan CONSULTATIONS UNDERTAKEN CONSULTEE 9 DETAILS AND DATE OF CONSULTATION WARD MEMBERS COMMITTEE CHAIRMAN Yes Cllr Brian Slaughter PORTFOLIO HOLDER Yes Cllr Juliet Short LEGAL SERVICES FINANCIAL SERVICES Yes David Buckland HUMAN RESOURCES Yes Allison Davies OTHER DEPTS Yes Management Team UNISON Yes Bob Hooper VOLUNTARY SECTOR/CVS CORPORATE STRATEGY/EMAS Summary of RECOMMENDATION That Employment Committee and JCNG endorse the Workforce Development Plan and the associated workforce planning activity. FINAL DECISION SOUGHT ? Yes 1. Introduction and Purpose of this Report 1.1 To advise of the importance of workforce planning activity and the Workforce Development Plan, in underpinning the work and vision of the Council in achieving excellence. 2. Background Information 5/1
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ITEM 5
EMPLOYMENT COMMITTEE 01 February 2006 Item No: 5 Subject: Workforce Development
Plan Portfolio Holder: Juliet Short Lead Officer: Laila Cherry, HR Officer Contact on 01789 260709
SUMMARY To advise on the Council’s progress towards a Workforce Development Plan.
BACKGROUND PAPERS Appendix 1 – Workforce Development Plan
CONSULTATIONS UNDERTAKEN
CONSULTEE DETAILS AND DATE OF CONSULTATION
WARD MEMBERS
COMMITTEE CHAIRMAN Yes Cllr Brian Slaughter
PORTFOLIO HOLDER Yes Cllr Juliet Short
LEGAL SERVICES
FINANCIAL SERVICES Yes David Buckland
HUMAN RESOURCES Yes Allison Davies
OTHER DEPTS Yes Management Team
UNISON Yes Bob Hooper
VOLUNTARY SECTOR/CVS
CORPORATE STRATEGY/EMAS
Summary of RECOMMENDATION
That Employment Committee and JCNG endorse the Workforce Development Plan and the associated workforce planning activity.
FINAL DECISION SOUGHT ? Yes
1. Introduction and Purpose of this Report
1.1 To advise of the importance of workforce planning activity and the Workforce Development Plan, in underpinning the work and vision of the Council in achieving excellence.
2. Background Information
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2.1 National Pay and Workforce Strategy
2.1.1 The Local Government Pay and Workforce Strategy has been developed by the Office of the Deputy Prime Minister (ODPM) and the Employers’ Organisation (EO), in consultation with other key stakeholders such as local authorities, government departments and relevant agencies and professional organisations.
2.1.2 The strategy identifies 5 key priority areas, which are critical to the development of local authority workforces:
• Developing Leadership Capacity • Developing the skills and capacity of the workforce • Developing the organisation • Resourcing local government • Pay and Rewards
2.1.3 In order to address these 5 key areas, the Council is required to carry out workforce
planning activity and develop a Workforce Development Plan.
2.2 Local Workforce Development Plan
2.2.1 To date the Council has concentrated its’ efforts on achieving a positive outcome under the priority of ‘Pay and Rewards’. This has been achieved by the successful implementation of a job evaluation scheme. In addition the job evaluation appeals will commence week beginning 30 May 2005. A further review of staff benefits will be undertaken during 2006.
2.2.2 The Workforce Development Plan, which addresses all 5 areas, is attached for consideration. In addition to the main plan there is an operational plan, which will be managed locally by Human Resources. This work will sit beneath the Customer Services Service Plan.
3 Options
3.1 The Council is required to produce a Workforce Development Plan, and as such this project is included in the service plan for Human Resources. The lead officer for this project is Paul Lankester.
4. Member Comments made during Consultation
4.1 None.
5. Corporate Strategy/Environmental/Financial/Legal Implications/Risk Management and other officer’s comments
5.1 Corporate Strategy – the development of the Workforce Development Plan and the associated workforce planning directly supports the achievement of the Corporate Strategy and Improvement Plan.
5.2 Financial – the workforce planning exercise will be completed within current budgets. Any proposals to undertake additional development work and part of the plan may be subject to a budget bid or prioritisation exercise.
5.3 Risk Management
5.3.1 Not carrying out workforce planning – the risks associated with not carrying out workforce planning are that the National Pay and Workforce Strategy would not be complied with.
6. Conclusion
6.1 In summary, the Council is progressing workforce planning in line with the
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requirements of the National Pay and Workforce Strategy.
RECOMMENDED:-
That JCNG and Employment Committee endorse the Workforce Development Plan and associated workforce planning.
Allison Davies Head of Customer Services
STRATFORD-on-AVON DC WORKFORCE DEVELOPMENT PLAN
CONTENTS Foreword by Chief Executive and Leader of the Council 1. Background Information National Framework Regional Framework Organisational Framework 2. Introduction to Workforce Planning Purpose of the Plan What is Workforce Planning?
How is this Plan Structured? 3. Workforce Profiling Datasets Key Information 4. Skills and Development Planning Developing Leadership Capacity Developing the Skills and Capacity of the Workforce Developing the Organisation 5.Recruitment and Retention Planning Resourcing Local Government Pay and Rewards 6. Working with Key Partners 7. Measuring Outcomes 8. Summary
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FOREWORD Welcome to Stratford on Avon District Council’s first Workforce Development Plan. This is our first such plan and seeks to align the development of our most important asset, our staff, with the Council’s priorities. The Council is working towards achieving excellence in its service delivery, and achievement of the Council’s Corporate Aims is reliant on our ability to recruit, retain and develop high quality staff, with the necessary skills to maintain and enhance the Council’s capacity to deliver best value. Workforce Planning and Development is an integral part of this picture and will ensure that in the future the Council has the right numbers of people in the right places with the right skills to deliver improved services, greater productivity and excellent customer focus. The key challenge facing the Council in the future will be recruiting, developing and retaining these high quality staff in an increasingly competitive marketplace, while continuously improving our service performance. The Council is committed to successfully addressing these challenges. We commend this robust and clear plan for workforce planning, which seeks to ensure that the Council is in the best possible position to achieve its goals for the community. Comments on the Plan are welcome. Councillor Les Topham, Leader Paul Lankester, Chief Executive
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1. BACKGROUND INFORMATION National Framework The Local Government Pay and Workforce Strategy has been developed by the Office of the Deputy Prime Minister (ODPM) and the Employers Organisation (EO), and was first published in Autumn 2003. The strategy aims to address key local authority people management issues, which had been identified through the Audit Commission’s Comprehensive Performance Assessment. The ODPM state their vision for the strategy as: “ To ensure that local government in England has the right numbers of people in the right places with the right skills to deliver improved services, greater efficiency and better customer focus in front line services.” In order to address this vision, the strategy identifies the following priority areas:
Developing leadership capacity Developing the skills and capacity of the workforce Developing the organisation Resourcing local government Pay and Rewards
The strategy has been revised for 2005, with a key focus being organisational development. Local authorities are being challenged to focus on their core purpose of:
Being effective community leaders, developing sustainable communities. Procuring or delivering customer-focused, continuously improving efficient
services. Regional Framework
In order to address these issues at a regional level, West Midlands Local Government Association (WMLGA) and the Provincial Council have formed the West Midlands Regional Improvement Partnership. This partnership will ensure that its work reflects local priorities and supports local improvement plans. There will be focus on the following areas:
Regional Capacity Building Strategy National Pay and Workforce Strategy Achieving the Efficiency Review Targets Centres of Procurement Excellence Regional Skills Action Plan.
This Partnership has recently been combined with the Regional Centre of Excellence (a procurement based partnership) to improve its effectiveness in capacity building across the Region. The combined partnership reports to an extended Board of Chief Executives. Organisational Framework
In addition to the regional input, all local authorities are required to produce a 3-5 year Workforce Development Plan (WDP), which will address the Pay and Workforce Strategy at a local level. The workforce planning activity and implementation of the WDP is a key target in the Customer Services service plan; and an operational action plan will sit
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alongside the Workforce Development Plan, which will provide measurable outcomes. The WDP will ensure that the focus on a community leadership approach to service provision is supported, both in the development of current employees and the recruitment of future employees. This will embrace the concept of Council officers operating from a broader service provision perspective when working in the community. It will support a framework of core and generic skills for community based officers. The main workforce planning activity will focus on employees of the Council, although there are strong links with the elected members. The Council’s support for the Member Development Charter strengthens this view. Therefore, this plan will reference joint officer/member approaches, where appropriate. The plan will ensure that where may be joint provision of services or partnership arrangements that there will be local control of workforce planning activity.
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2. INTRODUCTION TO WORKFORCE PLANNING Purpose of the Plan
This document is the first organisation-wide Workforce Plan produced by and for Stratford-on-Avon District Council. The overall purpose of the Plan is to identify the key challenges facing the Council over the next three to five years in recruiting and retaining the workforce it requires, and propose proactive actions that can be taken in response. The plan is designed to develop the Council’s workforce towards implementing the strategic aim of ‘achieving excellence’, and links to these Council strategies:
Community Plan Corporate Strategy Service Plans Council Improvement Plan Customer Services Service
Plan
HR Strategy Change Programme Investors in People Best Value Performance Plan
The Council has used NJC Joint Guidance and WMLGA Guidance on workforce development planning, and local authority best practice to develop this plan. The plan is an evolving document and will be updated on an annual basis to reflect changes in service delivery or the labour market. What is Workforce Planning? Workforce planning seeks to examine the future; proactively ensuring the Council is fully staffed by appropriately skilled, qualified people now and into the long term. It involves identifying any gaps between the existing workforce and the one the Council needs to deliver its future priorities. Effective workforce planning provides the opportunity for longer term thinking about service pressures and needs, and what the Council can do to develop workable strategies.
Why undertake Workforce Planning?
The Plan has been produced in response to various drivers, including:
The Pay and Workforce Strategy 2003; Gershon efficiency agenda; Comprehensive Performance Assessment and Council improvement plan; Labour market trends that have implications for recruitment and retention
of Council employees; demographic and social change, such as the ageing population, which affects the demand for services and labour supply; and,
Staff survey results, specifically retention and development issues. How is this Plan structured? This Plan examines the Council’s workforce and how it relates to local and national labour markets. It establishes an operational action plan that focuses on predicting what kind of workforce the Council will need to employ in the future, and how any challenges will be addressed. 3. WORKFORCE PROFILE In order to understand the strengths and weaknesses of the Council’s existing workforce, a set of workforce profile data has been collated, which will be the
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foundation upon which the workforce planning is built. The data is held electronically, accessible across the Council. This information is capable of being filtered to reflect individual service areas, once the changes to reflect the new organisational structure have been made to the system. Global Baseline Datasets
The workforce profile identifies the following critical datasets by postholder, each broken down to headcount. Benchmarking figures have been used from the Warwickshire Authorities, where available. Other comparative data used has been included, and referenced. NB. Data accurate at 22 December 2005 Gender
Contracts There are currently 35 employees on fixed term contracts. Full Time and Part Time Employees
Full Time Part Time Totals SDC
headcount 284 93 377
SDC% 75% 25% 100% Local Govt^ 50% 50% 100%
^ Data from Employers Organisation Agency Staff Employed
There are currently 15 agency staff employed by the Council. Vacant and Frozen Posts
Vacant Frozen Totals 22 62 84
Labour Turnover Labour Turnover (2004/5) SDC % 17% Employers Organisation % 16.1% The high turnover figure for the Council was due to 12 retirements in the efficiency of the service, and 13 contract ends. As a comparison, the Council’s labour turnover in 2003/2004 was only 10%. Service Area Datasets
The Human Resources (HR) system is currently being reconfigured in line with the Council’s new structure. Once this exercise is complete baseline datasets will be compiled for each service area. This data will be distributed to Heads of Service, alongside a consultation exercise, which will ask them for information on the following issues:
Details of future changes to the services delivered, including any plans for disinvestment or change of emphasis.
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Is your existing staffing capacity sufficient to deliver the service in 1, 3 and 5 years time?
Are there any areas of concern with your current service area dataset?
(For example, does the age demographic mean that there will be a large number of employees retiring within a short space of time?)
Do existing staff have the skills to deliver the required service in 1, 3 and
5 years time?
Do you have any issues with recruitment and retention of staff? Following this consultation process, service specific plans will be developed to tackle any gaps in people, skills or capacity. 4. SKILLS AND DEVELOPMENT PLANNING Skills and development planning covers the first three ODPM priority areas i.e.
• Developing leadership capacity • Developing skills and capacity across the workforce • Developing the organisation
The following identifies the Council’s current approach and work in progress. In addition, this section identifies potential areas to explore, which will be developed based upon the outcomes of the examination of service data profile sets and the consultation exercise with Heads of Service.
Developing Leadership Capacity involves both officers and members, including attracting effective leaders into local government from outside the sector. What has already been achieved?
1. Revised vision and values for the Council. 2. Introduction of senior management behavioural competences. 3. Management restructure to improve strategic capacity, streamline senior
management thereby developing a more strategic approach. 4. Revised job descriptions and person specifications to reflect the emphasis
on leadership. 5. Selection assessment centres have led to the production of personal
development plans for each member of the senior management team. 6. Use of peer mentoring for Group Leaders and the Chief Executive. 7. Commenced ‘Top Team’ Development Programme for the Executive and
Management Team. 8. Developed People Development Programme, ‘Leading and Delivering
Change’, with 2 cohorts achieved, 2 further to take place by March 2006. 9. Signed up to the Member Development Charter. 10. Established member working party responsible for member development.
What is currently being developed? 1. Trialled 3600 feedback for 3 senior managers to develop a personal
development plan. 2. Involved in establishment of a Coventry and Warwickshire Learning and
Development Consortium. Key objectives are to improve and increase partnership working between local authorities on learning and development issues.
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What else could we explore? 1. Extend opportunities for work shadowing, specifically cross sector. 2. Include elected members in the IIP assessment. 3. Extend the 360 feedback to all senior managers, and on a voluntary basis,
elected members. 4. Establish learning and development budgets specifically for participation of
officers and members in Leadership Development Programmes. 5. Invest in leadership succession planning. 6. Participate in the National Graduate Development Programme, preferably
in partnership with other local authorities. 7. Develop a menu of on and off the job development opportunities for
managers at all levels. 8. Pilot the use of personal development plans for elected members. 9. Consider the introduction of trainee posts in services to succession plan.
Developing the skills and capacity of the workforce covers the corporate centre of authorities, specific services, management and the frontline workforce. What has already been achieved?
1. Skills audit and personal development plans for senior management team. 2. Corporate IIP status since 1996. 3. Specific learning and development budgets to address service specific
skills gaps and corporate priorities. 4. Annual corporate training plan to prioritise the Council’s learning and
development needs aligning the available budget to these priorities. 5. Post Entry Training scheme which supports qualification based training. 6. Learning and development budgets to address officers’ CPD requirements. 7. Benchmarking with other local authorities on learning and development,
through the People Skills Scoreboard.
What is currently being developed? 1. Competency framework being extended for all levels of the Council. 2. Revision of the staff appraisal scheme, in order to reflect various needs of
different levels of the Council. 3. Skills audit built into the appraisal scheme to reflect the competency
framework and provide appropriate personal development plans. 4. Analysis of the skills audit to determine skills gaps. 5. Cross authority work shadowing, secondment and mentoring. 6. Manager coaching, including developing managers as employee coaches.
What else could we explore? 1. Use of NVQ’s and career pathways. 2. Develop Unison Learning Representatives and Learning Partnership
Agreement. 3. Ways to remove barriers to learning (e.g. time, lack of information, costs.) 4. Work with the Learning and Skills Council to address basic skills needs. 5. Develop a range of learning materials to address different learning styles,
(e.g. e-learning, on the job training, written guides, distance learning.) 6. Introduction of trainee schemes in skills shortage areas. 7. Enter into partnership agreements to allow staff and elected members to
access discounts with local colleges and thereby develop skills beyond what they might need for work.
Developing the Organisation is essential to achieve excellence in people and performance management, partnership working, equality and diversity and the efficient delivery of services.
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What has already been achieved? 1. Partnership working (e.g. Coventry & Warwickshire Learning Consortium,
Council for Voluntary Services) 2. Linked annual pay increments to achievement of performance standards
and competencies. 3. Awarded staff honoraria for ‘exceptional’ performance. 4. Introduction of incentive-based staff suggestion scheme. 5. Introduction of customer contact centre to deal with front-line services. 6. Level 2 of the Equality Standards. 7. Reduced significantly the level of sickness absence. 8. Held regular staff surveys to plot trends in communication, learning and
development and leadership and management of employees. 9. Use of Capability at Work procedure to address performance issues. 10. Consulted with strategic partners and local population to inform corporate
priorities. 11. Achieved and retained corporate IIP status. 12. Achieved national E Government target.
What is currently being developed? 1. Opportunities to become a Learning local Authority. 2. HR service delivery standards linked to business and organisational needs. 3. Examination of workforce profile to ensure alignment to local population,
with appropriate corrective action taken as required. 4. Review of induction programme to ensure the Council’s vision and values
are communicated effectively.
What else could we explore? 1. Introduction of non-pay employee recognition scheme (e.g. nominations/
awards from each service area, ‘employee of the year’). 2. Review of flexi-time scheme to enable extension of Council opening hours. 3. Ways the Council can influence the employment policies of its contractors. 4. Extend ‘best practice’ relationships with Unison by offering HR training to
key representatives. 5. RECRUITMENT AND RETENTION PLANNING
Recruitment and retention planning covers the other two ODPM priority areas:-
• Resourcing local government • Pay and rewards
Resourcing Local Government means ensuring local authorities recruit, train and retain the staff they need. What has already been achieved?
1. Accurate and electronically held workforce data. 2. Work experience arranged with local schools to promote local government
as a career choice. 3. Devolvement of selection to line managers to streamline the process. 4. Reviewed the relocation scheme to help recruit better quality staff. 5. Revised employee benefits to encourage recruitment and retention, (e.g.
flexible working, staff parking, learning and development opportunities.) 6. Approval of a Health and Well-being Policy and Action Plan
What is currently being developed? 1. Workforce profiling to identify demographic issues (e.g. workforce age).
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2. Greater understanding of the local, regional and national labour markets. 3. Identification of changes to required skills base from 3-5 year service
plans. 4. Analysis of labour turnover, including exit interview information. 5. Review of employee benefits, with aim of producing a ‘cafeteria-style’
benefits package. 6. Roll out of the HR System across Council to provide more efficient access
to absence management and other information. 7. Review of the occupational health provision. 8. Building a portfolio of selection techniques and tests for use by
interviewers to encourage best practice in recruitment (e.g. in-tray exercises, typing tests, presentations, job specific work assessments etc).
9. Introduction of competences across Council, leading to revised job descriptions and person specification.
10. Health and well-being days for staff.
What else could we explore? 1. Basic skills gaps identification in the Council (e.g. literacy and numeracy). 2. Improved links with local educational establishments and careers fairs,
with clear ‘branding’ of the Council as an employer of choice. 3. Development of a school leavers’ apprenticeship scheme. 4. A positive approach to succession planning, career pathways and ‘talent
management’. 5. Review quality of advertisements and information for potential employees. 6. Achieving a Warwickshire Employer of Choice Award. 7. Taking part in the GOLD Scheme (Graduate Opportunities in Local
Government). Pay and Rewards is an essential part of workforce planning. The Council needs a pay and rewards structure that attracts, retains and develops a skilled and flexible workforce while achieving value for money in service delivery. The Council has already agreed that the preferred quartile of pay in relation to the local authority market be identified as the third quartile (50 – 74 percentile); and that the principle of the Council’s pay scheme being competitive with the local market be adopted. What has already been achieved?
1. Implementation of job evaluation (JE) and new pay grading structure. 2. Unison support for JE and pay model. 3. Annual increments linked to achievement of agreed performance. 4. Honoraria available for ‘exceptional ‘performance. 5. Market forces supplements payable on top of salary grade, if appropriate. 6. Review of relocation scheme to reflect the local housing market.
What is currently being developed? 1. Review of employee benefits to produce a menu of employee benefits.
What else could we explore? 1. Review of contract of employment (statement of particulars) to ensure the
total value of the employment package is understood. 2. Carry out local pay survey to develop understanding of local pay market. 3. Develop an employee discount scheme through local businesses. 4. Alongside the review of benefits, introduce all employees with ‘individual
benefit statements’. 5. Introduction of a work-life balance strategy. 6. Extend flexible working policies targeting staff with caring commitments.
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6. WORKING WITH KEY PARTNERS
It is essential for the Council to extend its partnership working in implementing this workforce development plan. The following key partners will be engaged within this process.
Trade Union (Unison) There is an excellent track record of positive and constructive relationships between the Council and the recognised trade union, Unison. Unison representatives are involved in the Workforce Development consultation process, and their views are highly valued.
Introducing Union Learning Representatives is an opportunity to promote learning, development and continuous improvement to all of the Council, but particularly front line staff. They assist in brokering learning opportunities, provide advice and guidance and support learning and development. In addition, work will commence on developing a Local Learning Partnership Agreement with Unison to formalise the commitment to learning.
West Midlands Local Government Association (WMLGA) The Council will continue to work closely with WMLGA to ensure appropriate capacity building funds can be accessed. The Council will seek to ensure its views and needs are reflected in mind in regional policies and action plans.
Coventry and Warwickshire Learning Consortium The Warwickshire local authorities and Coventry City Council have joined together to form a learning consortium. The consortium will work on a variety of learning related partnerships issues, such as coaching, work shadowing, procurement of training providers, sharing of training places and learning and development opportunities.
This kind of approach is advantageous for district councils like Stratford, as it increases our ability and capacity to achieve employee learning requirements by expanding the pool of resources.
Learning Skills Council (LSC), Coventry The LSC have specific targets on which to focus, specifically basic skills and NVQ levels. With this in mind they have granted the Coventry and Warwickshire Learning Consortium £50,000 to employ an officer to work on specific projects to assist in raising skills levels in local authorities. Education Sector If the Council is to address the issue of an ageing population it is important that schools are engaged, and opportunities are taken to promote local government as a career, and Stratford District Council as an employer of choice in the local and wider labour markets. In addition, the partner arrangements with local further and higher education establishment should be strengthened. This can be addressed in a number of ways, including through work placement opportunities, and potential expansion to trainee schemes for school leavers.
7. MEASURING OUTCOMES
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It is critical the Council can evaluate outcomes from the Workforce Development Plan, and the plan evolves as the Council continuously improves its performance. We will benchmark our own performance against other similar Councils and local employers, where possible, with the aim of being recognised as excellent, top quartile performers. Reporting Procedure Recognising the speed of change in relation to the Council’s improvement agenda, Management Team will receive an update paper on a quarterly basis. There will be an annual paper to JCNG and Employment Committee to outline the strategic achievements. Objective Measures The following measures will be examined on annually to monitor trends:
• Workforce Profile Dataset o Measured against objectives set after consultation with Heads of
Service. • Performance Indicators
o Percentage of top 5% of earners that are women; o Percentage of top 5% of earners from black and minority ethnic
communities; o Number of working days/shifts lost due to sickness absence; o Percentage of employees retiring early (excluding ill health) as a
percentage of the total workforce; o Number of hours lost by employees through flexitime scheme; o Percentage of employees retiring early on the grounds of ill health as a
percentage of the total workforce; o Percentage of Local Authority employees declaring that they meet the
Disability Discrimination Act 1995; o Percentage of Local Authority employees from minority ethnic
communities.
• People Skills Scoreboard o Number of off-the-job training days; o Training Expenditure per employee; o Gross training expenditure as a % of payroll; o Training Expenditure per elected member.
• Investors in People Standard
o Retention of the Investors in People standard beyond October 2006. Operational Plan The operational action plan will be reviewed and updated on an ongoing basis, with outcomes reported to Management Team, Unison, JCNG and Employment Committee as part of the reporting procedure. Customer Services will manage the operational plan locally
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SUMMARY In summary, the Council has already shown commitment to a culture of continuous improvement and has begun to make key cultural changes, in line with its vision to achieve excellence. Although a statutory piece of work, the Council’s Workforce Development Plan aims to go beyond the mandatory and strive towards achieving the Council’s wider corporate agenda. The plan strongly supports the organisational development work that is already taking place within the Council, and a number of issues identified as critical by the ODPM, EO and NJC have already been achieved. The plan will support the Council’s aim to work more closely with a community leadership approach, and with external partners. This plan is based on workflows for the next 3-5 years, and will continue to evolve as the Council moves forward towards excellence.
