Workforce Transformation MJ AWARDS 2017 Workforce Transformation

Transforming our Workforce Team SSE Increased staff satisfaction Substantially reduced staff sickness levels Improved employer relations with the trade unions Maintained customer base and improved service provision despite reduced funding 100% of customers would recommend our services

Why was SSE formed? 2012 2013 2014 Need identified for: Greater financial clarity; Robust commissioning arrangements; A business improvement plan to support services to become more commercially minded and to unite the services; Stronger performance management; Enhanced commercial rigour in terms of specifying, pricing and delivering services efficiently. 2012 2013 2014 Headteachers approached the Chief Executive and Council Leader raising concerns about a potential reduction in Local Authority (LA) education services. Schools consulted about services they valued and wanted to continue to purchase from the council. Focus groups involving stakeholders, schools and staff gathered market intelligence. Support Services for Education (SSE) formed into a fully trading unit within Somerset County Council (SCC) with over 300 staff coming together with an income target of just over £18m.

What does SSE look like? Support for SEN and Vulnerable Learners Educational Psychology Autism and Communication Learning Support Vision Support Hearing Support Physical Impairment and Medical Support Early Years SENCOs Ethnic Minority Achievement and Traveller Education Support for SEN and Vulnerable Learners Support for Educational Improvement Business Support Services HR Health and Safety Education Finance Contract Support Somerset Centre for Integrated Learning E-Learning and Information Management Property and Grounds Somerset Music Resources for Learning Education Welfare Education Safeguarding Outdoor and Residential Learning Centres Admissions and Entitlements Education and Early Years Advisors Governor Support Commercial Development

How have we done it? - Staff task and finish groups - Secondment opportunities to key project areas - Supported our managers to tackle poor performance and to - Business and Commercial Awareness Training for all managers - Pulled together central support and reviewed systems and - Developed improvement plan - 5 Year Business Plans - Middle leader and junior management training programme - Regular meetings with the trade unions - Staff task and finish groups hold regular absence reviews meetings processes

Where are we now? No. of services No. of full time equivalent employees Average staff sickness level Financial Turnover Then (2014) 15 230 11.3 £18.1 million Now (latest figures) 23 338 4.48 (7.42 - SCC March 2016) £20.6 million Staff Satisfaction SCC SSE Then (2013) 74% N/A Now (2016) 75% 92%

Staff engagement “Encouraging staff engagement in ‘task and finish’ groups and standing SSE steering groups has enabled our colleagues to have opportunities to enhance their own experience and to shape the Vision, Values and Principles of SSE and its ways of doing business. Staff feel they have a real say and ownership of the organisation.” Ian Mosley Strategic Manager – Organisational Development 90% of staff feel they can commit to and support SSE’s vision and values.

“Team SSE” “Always a colleague with whom to share a concern or raise an issue.” “Everyone is very friendly and helpful and nothing is too much trouble.” “The team here is great - sharing knowledge and experience.” “Very helpful and supportive. Thanks for your continued support.” “I feel that colleagues are very responsive and supportive.” “Extremely responsive to our needs.” 92% of our staff feel supported at work 100% of our customers would recommend our services SSE Staff Survey 2016 SSE Customer Survey 2016

Our commitment to children and young people Welsh 3 Peaks Challenge Abseil down County Hall Bake sales In 2016 we raised £1,587.82!

Championing our vision Number of SSE apprentices appointed since formation % of apprentices securing a permanent position with SSE Current number of SSE apprentices 26 88% 11 “I have been in my apprenticeship at SSE for 4 months now and the experience has been great. The atmosphere, the people, it all comes together and creates a great working space. Working within SSE means the opportunities are endless; you can move around to different departments or expand on your current one.”

What do our apprentices have to say?

How do we support our staff? Regular line management meetings (every 4-6 weeks) Annual appraisals Targets based upon our 9 outcomes Recognition letters Funded training opportunities Career progression meetings E-Learning Interview preparation sessions Presentation practice workshops Work shadowing opportunities High-level project involvement Accessible training matrixes Weekly SSE job bulletin Internal training opportunities Mentoring and coaching Buddy schemes “SSE develop and empower their managers so they can be successful at managing staff effectively and therefore add value by building a high performance and engaged workforce.” - HR Adviser SCC 92% of staff feel their line managements meetings are effective. SSE Staff Survey 2016 98% of our workforce feel they have the skills required to enable them to do their job.

Meet the teams

Why SSE? We have a strong performance management culture and staff who strive to deliver quality services High levels of staff satisfaction sustained Good mixture of public sector ethos delivering services through strong commercial practices Increased levels of buy back from schools despite pressures on school budgets This has allowed SSE to put money back into Local Authority services to benefit children and young people

Any questions?