REPORT OF THE DIRECTOR OF CUSTOMER AND SUPPORT SERVICES
Human Resource Strategy Update
March 2005
REPORT OF THE DIRECTOR OF CUSTOMER & SUPPORT SERVICES
To the: Director’s Team
On: 10th March 2005
TITLE: UPDATE ON IMPLEMENTATION OF THE HR STRATEGY –
(a) Project plans; and
(b) Capacity building programmes
RECOMMENDATIONS:
Colleagues are asked to note the progress being made
with the implementation of the HR Strategy
EXECUTIVE SUMMARY: The report presents an update on the implementation
of the HR Strategy
BACKGROUND DOCUMENTS: HR Strategy
ASSESSMENT OF RISK:
THE SOURCE OF FUNDING IS:
LEGAL ADVICE OBTAINED:
FINANCIAL ADVICE OBTAINED:
CONTACT OFFICER:
N/A
N/A
Mike Bleese
WARD(S) TO WHICH REPORT RELATES: N/A
KEY COUNCIL POLICIES:
Improvement Plans
1.
INTRODUCTION
1.1
Colleagues will recall previous reports and discussion on the implementation
of the Council’s HR Strategy.
The Strategy has identified changes in




Policies
Practices
Systems; and
Skills
as the building blocks for implementation.
1.2
Our approach is to implement improvement programmes in 3 themed areas:

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Leadership
Customer Care
Diversity and Inclusion
1.3
Work has been in progress to implement these key improvement programmes
and this report provides an update for discussion.
2.
PROJECT PLANS – PROGRESS SO FAR
Work in progress
2.1
The HR Strategy Delivery Plan prepared for each of the programmes within
the HR Strategy is attached at Appendix 1 (a) and (b) and includes an
assessment of the progress made so far.
2.2
As colleagues will see, work is in progress across a wide range of projects
within the strategy and more detailed comments can be provided at the
meeting.
3.
CAPACITY BUILDING PROGRAMMES
3.1
As colleagues are aware, a key component of the Council’s HR Strategy
involves a number of capacity building programmes which are running in
parallel with the implementation of our key improvement programmes
mentioned above. An assessment of the progress being made with each of
these capacity building programmes is provided below:(a)
IDeA Top Team Development Programme

The Cabinet Away Day facilitated by IDeA/Nicholson McBride, was
held on 20th April. It has led to the development of the Strategic
Review of Governance and the proposals to realign organisational
arrangements which were approved by Council on 15th September,
2004. A second away took place on 3rd November, 2004 to address
the Cabinet’s ongoing strategic agenda.
(b)
Audit Commission Change Management Programme

In 2004 we established a number of change management
programmes for senior/middle managers: these were
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Crime and Disorder Reduction
Improving Parks and Open Spaces
The Council’s New Image
Education and Skills/Aspirations/Achievements
Investors in People
Each of these groups was facilitated by Ann Riley of the Audit
Commission and is sponsored by a Director.

(c)
(d)
A second phase will commence in March involving a review of the
earlier programmes and the development of coaching and mentoring
skills.
AGMA Capacity Building Programme

Colleagues are aware of the ODPM sponsored Capacity Building
Programme launched by AGMA: there are 12 cohorts of middle
managers drawn from each of the 10 AGMA Authorities. The
programme is being facilitated by Manchester Business School and
is based on an action-centred learning approach and each
participant is required to identify a work-based project for
implementation as part of their commitment to service improvement.

The programme will run until Spring/Summer 2005. To date
Andy Hampson Janet Tuohy (C&SS),
Chris Farey and Linda Ross (both E&L)
Karen Dainty (Personnel & Performance)
Neil Pilkington, Andy Roberts & Steven Fryer – Customer and
Support Services
Charlotte Cunnah– Chief Executive’s
Jean Rowlinson - Housing and Planning have undertaken these
programmes.
Proposed Salford Capacity Building Programme

A further key component of our HR Strategy is to utilise ODPM
Capacity Building Funds to enhance our development programmes.
Following discussion with colleagues in a number of Directorates,
we have recently submitted bids to the ODPM for programmes
themed around:
Neighbourhood Management (jointly with Oldham MBC)
Service Transformation - based on Benefits Service experience
Improving Customer Care (in parallel with Oldham MBC)
360 degree Appraisals and Assessment for Development Centres
(jointly with TCA Ltd/NWPEO and Oldham MBC)
3.2
Details on these programmes have previously been reported to Directors.
Diversity and Inclusion
3.3
The delivery of training to employees of the Council.
Delivery of the training programme to all staff will be over a period from
February 2005 to Summer 2007.
4.
LINKS TO STRATEGIC GOVERNANCE – ORGANISATIONAL CAPACITY
4.1
Colleagues are aware of the report on the Strategic Review of Governance
and the proposals to strengthen the Council’s strategic capacity. The
proposals for capacity building in this report, similarly, are investments in the
Council’s organisational development and need to be linked with the roll-out of
the strategic governance arrangements, particularly through the new ways of
working via Cabinet sub-groups.
4.2
Specifically, the ODPM funded AGMA capacity building programmes require
the organisation to strengthen the improvements being made via two key
approaches as follows:(a)
Mentoring and Coaching
The Council will develop a cadre of Senior Officers who will act as
Mentors and Coaches for the participants in the capacity building
programmes. Training in mentoring/coaching skills is included in the
ODPM bids. See also Audit Commission training above.
(b)
Work-based Projects
The Council will develop a means to harness the work-based learning
emerging from the various programmes in order to address specific
organisational capacity/development needs. It is suggested that this
should be done from a strategic point of view by Senior Managers
choosing work-based projects for participants to develop as part of their
own learning.
4.3
Cabinet Sub-Groups
A Cabinet Sub-Group to oversee the implementation/delivery of the HR
Strategy is being formed and will monitor developments in terms of the HR
Strategy implementation. This group will also be well placed to perform the
roles required by ODPM viz (a) mentoring/coaching and (b) sponsorship of
work-based projects.
5.
NEXT STEPS
5.1
Based on the progress so far and bearing in mind the comments made in our
pilot CPA assessment, it is suggested that the next steps in the development
of the HR Strategy need to cover the following:(i)
Establish Core Competencies and Core Skills for all employees based
on the needs of the future workforce. These are currently being
developed and piloted in ICT and HR within Customer and Support
Services.
(ii)
Undertake a skills audit to inform corporate and directorate training
plans to ensure:
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(iii)
5.2
All employees meet core competence requirements.
The Council meets its statutory “fitness to practice” requirements for
key staff.
“Skills for life” learning needs are addressed.
Technological support systems are utilised.
Employees are supported to meet their full potential and progress.
Development opportunities are a positive incentive for prospective
employees.
Ensure the systematic collection of data relating to training and
development activity to ensure the Council meets it legal requirements
under equalities legislation and enable benchmarking and VFM
analysis.
In particular, it will be important to demonstrate that through the HR Strategy
delivery plan, the Authority is addressing the requirements of the ODPM’s Pay
and Workforce strategy which has 5 key priorities:Priority 1
Priority 2
Priority 3
Priority 4
Priority 5
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Developing Leadership Capacity
Developing the skills and capacity of the workforce
Developing the organisation
Resourcing Local Government
Pay and Rewards
6.
RESOURCE REQUIREMENTS
6.1
As colleagues are aware there is a wide range of work in progress to
implement the Council’s HR Strategy and capacity building programmes. As
this work is implemented it will produce a significant requirement for
resources.
6.2
Previous reports to Directors identified the resource implications of the
implementation of the Strategy. The Capacity Building proposals e.g. AC’s
Change Management programmes, AGMA Capacity Building programme and
proposals for Neighbourhood Management/Service Transformation, are partly
funded by the ODPM.
7.
CONCLUSION
7.1
Colleagues are asked to note the progress with implementation of the HR
Strategy and the capacity building programmes.
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