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PPMA 2013 Annual Seminar - View from the top – Strategy to Delivery – - Sue Stanhope
PPMA 2013 Annual Seminar - View from the top – Strategy to Delivery – - Sue Stanhope
PPMA 2013 Annual Seminar - View from the top – Strategy to Delivery – - Sue Stanhope
PPMA 2013 Annual Seminar - View from the top – Strategy to Delivery – - Sue Stanhope
PPMA 2013 Annual Seminar - View from the top – Strategy to Delivery – - Sue Stanhope
PPMA 2013 Annual Seminar - View from the top – Strategy to Delivery – - Sue Stanhope
PPMA 2013 Annual Seminar - View from the top – Strategy to Delivery – - Sue Stanhope
PPMA 2013 Annual Seminar - View from the top – Strategy to Delivery – - Sue Stanhope
PPMA 2013 Annual Seminar - View from the top – Strategy to Delivery – - Sue Stanhope
PPMA 2013 Annual Seminar - View from the top – Strategy to Delivery – - Sue Stanhope
PPMA 2013 Annual Seminar - View from the top – Strategy to Delivery – - Sue Stanhope
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PPMA 2013 Annual Seminar - View from the top – Strategy to Delivery – - Sue Stanhope

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

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

Published in: Spiritual, Business
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  • 1. Sue Stanhope, Director of Human Resources & Organisational DevelopmentBridging the Gap
  • 2. Context• “Excellent” council• Improve outcomes• £100m efficiencies (£200m)Challenge•Avoid a sense of crisis•Achieve more with less2
  • 3. 2009: 8,5002015: 5,500?Bridge the workforce gap3
  • 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”4
  • 5. Talent Utilisation“Getting the right people in the rightjobs doing the right things”6
  • 6. We don’t employ robots!8
  • 7. OrganisationalResults• New operating model• Closed 20 buildings, relocated 3,300employees, 1,500 working flexibly• £100m savings• Workforce down from 8,400 to 6,300• No redundancies14
  • 8. OrganisationalResults• 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 withthe council’s values (4% neutral)• 72% trust senior managers (13% neutral) - CIPD:35% - lower in public sector15
  • 9. Ongoing challenge• Continued focus onimproving outcomes and efficiency• £100 over 3 years = further reduction inheadcount (+ extra 10%)• Community Leadership Council• Alternative Service Delivery• Sticking to our purpose and values• Managing demand18
  • 10. Types of Demand• Value demand• Excess demand• Failure demand• Preventable demand• Co-dependent demand
  • 11. We don’t employ robots!19

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