1. HR Business Plan

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

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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

15. 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

16. 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