View from the top – Strategy to Delivery – “prosperity during Diffi cult times”

1. Sue Stanhope, Director of Human Resources & Organisational Development
Bridging the Gap

2. Context
• “Excellent” council
• Improve outcomes
• £100m efficiencies (£200m)
Challenge
•Avoid a sense of crisis
•Achieve more with less
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3. 2009: 8,500
2015: 5,500?
Bridge the workforce gap
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4. Approach
• Greater customer focus
• Collaborative leadership
• Engage & empower the workforce
• Avoid mass redundancies
• Find hidden talent and deploy it better
• Stick to our values: “Proud, Decent,
Together”
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5. Talent Utilisation
“Getting the right people in the right
jobs doing the right things”
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6. We don’t employ robots!
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7. Organisational
Results
• New operating model
• Closed 20 buildings, relocated 3,300
employees, 1,500 working flexibly
• £100m savings
• Workforce down from 8,400 to 6,300
• No redundancies
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8. Organisational
Results
• Customer satisfaction up
• Protected front-line
• High levels of engagement/trust:
• 84% manager acts in line with the council’s values
(8% neutral)
• 85% council’s values match their own (7% neutral)
• 91% do their utmost to deliver services in line with
the council’s values (4% neutral)
• 72% trust senior managers (13% neutral) - CIPD:
35% - lower in public sector
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9. Ongoing challenge
• Continued focus on
improving outcomes and efficiency
• £100 over 3 years = further reduction in
headcount (+ extra 10%)
• Community Leadership Council
• Alternative Service Delivery
• Sticking to our purpose and values
• Managing demand
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10. Types of Demand
• Value demand
• Excess demand
• Failure demand
• Preventable demand
• Co-dependent demand

11. We don’t employ robots!
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