HR Business Plan 2018-2021

Overall Directorate Vision Excellent Support Driving Improvement Governance & Assurance Commercial Success

Environment Overview - external Post-austerity world Brexit Devolution Health integration Partnerships and sharing services More legislation on senior pay and employment? Increased focus on fairness/equality issues Role of councils in public protection

Environment Overview - Internal Potential period of political instability Continued need for budget savings for foreseeable future Continued move towards more commercialisation of services Closer integration with health sector More attempts to develop new delivery models Increasing pressure on pay structure and pay bill

Successes Continued commercial success & meeting needs of external clients Supporting major projects and schemes Apprenticeships New Learning Management System Continued sector-leading performance in child protection Support for organisational change Response to CQC inspections Business Intelligence Senior management/councillor support Step up to Social Work Workforce strategy for Children’s Services

Things to watch/continued focus System changes – still bedding in Meeting organisational demand (e.g. pay, recruitment) Developing effective L&D model Sickness absence – bottomed out Fairness/equality Performance management (HR element needs to link to Strategy work) Workforce strategy & planning GDPR

Priorities Support key strategic agendas Strengthen the council’s approach to performance management, at all levels of the organisation linking individual performance to organisational performance management Provide support for major projects and schemes Support the development of new delivery models Identify and develop new commercial opportunities Support organisational change, including workforce development, talent management, advice on delivery models and TUPE

Priorities (cont) Develop options to increase workforce efficiency, including through robust approaches to absence management, modern approaches to employee relations, and improved arrangements for staff sourcing Progress actions to reduce gender pay gap Develop an appropriate employer brand Promote employee wellbeing Ensure the council’s pay structure meets the changing needs of the organisation. Maintain the integrity of the pay structure Increase the number of apprenticeships, both within the council’s workforce and with external providers Maintain effective BAU provision in critical areas

Key Service Projects Temp Staffing re-tender Framework of HR Strategies Further development of HR Self Service Apprenticeships Trading company Learning Management System Business Intelligence Employee Wellbeing

Service Resilience The challenge for the service is to maintain sufficient critical mass in terms of skills, knowledge and capacity to continue to meet the council's needs into the future. By: Ensuring that we are first choice provider for internal and external clients Developing a multi-client delivery model Developing the staff within the directorate and giving them the opportunity to work with multiple clients Working with partners to explore shared services Ensuring that the directorate's contribution to projects and schemes is properly charged

Workforce Development Key Workforce Issues High dependency on key skills Need to develop new skills, including commercial and partnership-building skills Broaden skills to cover other sectors, especially health Pay restraint – impact on recruitment/retention Reduced hierarchical development opportunities due to flattened management structure Increase productivity

Workforce Development – growing our own talent Support for apprenticeships in all parts of the directorate Continued support for formal traineeships Career paths within directorate Opportunities to work with external clients Qualification training Leadership & management development

Longer Term Service Vision A multi-client operation, providing services to a range of clients within the City and the surrounding area. Clients to include: health sector (CCGs), schools, other public bodies in city, other councils, care providers, 3rd sector organisations. Skills within directorate developed to support this model, including commercial, client management, business development and sector specific skills (eg.HR skills for health clients) Focussed on added-value work, with transactional tasks automated and a greater level of self-sufficiency amongst managers and staff Change of balance between cash-limit funded work and chargeable work, with some areas becoming self-funding Services delivered increasingly on a business partnering basis, with smarter approaches to ensuring effective governance and compliance

Commercial and Marketing Strategy Portsmouth Hub to provide resilient and skilled services for benefit of the city Key sectors – bespoke services Local Government Health (CCGs, Trusts) Closely related organisations (LEP, MMD etc) Key sectors – standardised services Schools Voluntary sector

Commercial and Marketing Strategy (2) Strong public service ethos Professional networking Building on existing relationships Some targeted direct promotion to smaller clients Focus on partnerships, avoid formal tendering where possible

Commercial Activity – Next Steps Maximise charging to internal client, where approval exists, especially capital schemes and projects Ensure full charging is occurring with other clients, especially schools Build on existing client relationships to sell more services Engage more with other LAs, including IoW and neighbouring districts Explore options and market for 3rd sector clients New traded services post