1. HR & Customer Services

2. Our structures- Executive management team
Jayne Ludlam, Executive Director CYPF
Laraine Manley, Executive Director Place Eugene Walker, Executive Director Resources
John Mothersole, Chief Executive

3. Portfolios- service directors (PLT’s)
Chief Executive
Policy Performance & Communications
Director of Public Health Office
Communities
Adult services
Housing & Neighbourhood Services
Business Strategy & Safeguarding
Libraries and Community Services
Commissioning
Resources
Legal & Governance
Business Change & Information Service
Finance & Commercial Services
HR & Customer Services
Transport & Facilities Management
CYPF
Children & Families
Business Strategy
Inclusion and Learning Service
Lifelong Learning & Skills
Place
Culture & Environment
Development Services
Capital and Major Projects
Business Strategy & Regulation
Creative Sheffield

4. Elected Members/Councillors
84 Councillors covering 28 Electoral wards

5. Councillors Sheffield’s Decision makers (Executive/Cabinet)
Cllr Julie Dore – Leader of the Council / Chair of Cabinet
Cllr Isobel Bowler – Cabinet Member for Neighbourhoods
Cllr Sioned-Mair Richards – Acting Cabinet Member for Neighbourhoods
Cllr Ben Curran – Cabinet Member for Finance and Resources
Cllr Jackie Drayton – Cabinet Member for Children, Young People & families
Cllr Jayne Dunn – Cabinet Member for Housing
Cllr Terry Fox – Cabinet Member for Environment & Transport
Cllr Mazher Iqbal – Cabinet Member for Public Health & Equality
Cllr Mary Lea – Cabinet Member for Health, Care & Independent Living

6. The Corporate plan

7. Why the Corporate Plan is important
Sets our direction and priorities
Tells a clear story about:
What’s changing locally and nationally
Our response to these changes
What we aim to change or maintain over the next three years
To shape and inform our work for the next three years
“No great city has nothing left to do and no more difficulties to overcome, but Sheffield is recognised as a great city with an important past and a promising future…”
Cllr Julie Dore, Corporate Plan

8. Our direction Be the best we can be Deliver on our promises
Meet our challenges
Work with others

9. Thriving neighbourhoods and communities Better health and wellbeing
Our priorities
Strong economy
Thriving neighbourhoods and communities Better health
and wellbeing
Tackling inequalities
An in touch organisation

10. The Resources Portfolio
Executive Director
Eugene Walker
Director of Legal and Governance – Gillian Duckworth
Assistant Director Legal & Governance
Business Manager
Head of Democratic & Member Services
Director of Finance & Commercial Services – Marianne Betts
Head of Strategic Finance
Head of Service – FCS Business Partner (CYPF, STS)
Head of Service – FCS Business Partner (Communities)
Head of Service – FCS Business Partner (Place, Resources)
Head of Commercial Business Development
Head of Procurement and Supply Chain
Director of Transport and Facilities Management – Neil Dawson
Head of Facilities Management
Head of Transport Services
Head of Workplace Management
Head of Repairs & Maintenance
Head of Service, Strategy & Performance
Head of Asset Management
Director of Business Change & Info Solutions
Assistant Director – ICT Service Delivery
Assistant Director – Business Change Service Delivery
Head of Information Management
Head of CPMO
Director of HR & Customer Services – Julie Toner
Head of HR
Head of Customer Services
Business Partners – Place, CYPF, Resources, Communities
Business Partner - Schools

11. The HR service 50% cut in the HR budget over the past 4 years
Depends very much on manager and employee self service
Role of HR;

12. The model 12 Transactional Services HR Consultancy & Change Services
Connect
HR Consultancy & Change
Services
Systems and
Business services
Portfolios
Executive Management Team
Learning &
Development
Programmes
Change
Strategic HR
Business
Partners
Director
of HR
‘Overflow’ external resource pool 12 12

13. HR & Customer Services 1 FTE 147 FTE 54 FTE 29 FTE 34 FTE 19 FTE
Director of HR & Customer Services
Julie Toner
Head of Customer Services
1 FTE
Voice/Technical Development
147 FTE
Face to Face/Registration
54 FTE
Resources Business Support
29 FTE
Performance/Cashiering & Client Management
34 FTE
Head of Human Resources
HR Consultancy & Change
19 FTE
HR Systems & Business Services
11 FTE
Learning & Development
Health, Safety & Wellbeing
9 FTE
HR Business Partners
4 FTE
HR & Customer Services

14. The HR team Director HR and Customer services Head of HR
4 Portfolio Business Partners
HR Consultants – Case work, policy development , change programme support
HR Systems & Business Services - Contract management, mgt information, Triage and first contact with HR
Health, Safety & Wellbeing – health and safety, wellbeing policy
Learning and Development

15. Partners Capita- HR Connect Reed- agency (8 million per year)
Payroll
Data- e.g sickness reports
Transactions- contract changes, starter and leavers, leave calculations, etc
Reed- agency (8 million per year)
HML- Occupational Health provider

16. Priorities 2016 - 2018 Workforce Planning Pay strategy for 2018
Pay strategy for 2018
Equal pay audit
Scope pay structure issues and potential equal pay challenges
Governance of current grade allocations
Review approach
Pull together financial information/data
Develop proposals
EMT/Members September 2016
Start consultations with TUs January 2017
Budget
Workforce reductions
HR1- 400
Consultation
Corporate
Portfolio
VER/VS Schemes
Employee led schemes
Workforce Planning
Ensure robust approach
Consistency across the Council
Portfolio/Service/Council plans all in place
Employee Engagement
Integrate into Policy
Integrate into workforce development (IPR’s)
Integrate into recruitment (Jd’s and specs)
Workforce opinion survey
Performance management
Equalities
Workforce profile
Workforce profile plan and agree actions
- monitor progress
Legislative Changes (etc)
Holiday Pay
£95K cap and claw back
Travel pay
TU Bill

17. Priorities 2016 - 2018 Workforce Development
Ensure implementation of skills/attainment framework
Talent/succession planning strategy
 Agree Leadership Development Strategy
Performance and development reviews
Sickness / Wellbeing Strategy
Develop new strategy for sickness absence – set new Council wide targets
Implement new MAP policy
Ensure sickness monitoring in place to ensure manager have the right information to deliver targets and improvements   
Workforce model
Revisit data and agree approach for 17/18
Ensure tiers and spans in place across Council

18. Employee engagement - our approach
WE WILL MAKE SHEFFIELD A GREAT CITY FOR OUR CITIZENS BY: