This document summarizes Cafcass's strategy to maximize talent through an integrated approach. It discusses implementing a performance dashboard to improve individual accountability and productivity. Cafcass has reduced sickness absence by over 12,000 days through wellbeing initiatives. It aims to attract and retain talent by improving learning opportunities, career pathways, and total rewards packages. Moving forward, Cafcass faces challenges around meeting increasing demand while achieving savings.

1. Strategy to Delivery –
Maximising Talent
Anthony Douglas – Cafcass CEO
Jabbar Sardar – Cafcass Director of HR & OD

2. Cafcass in Context
Looks after the interests of children in family
court proceedings
Biggest employer of social workers in UK (1800
+ staff in 56 offices across England)
Unprecedented increase in work since 2008, now
at 150,000 children a year

3. Drivers for Change
A system responding to the appalling death
of Peter Connelly
Need to absorb increases in work within
existing resources, and to improve
quality
Response to the recommendations of the
Family Justice Review
Cost reductions in line with wider public
sector budget efficiency programme

4. Service Demand vs.
Workforce Capacity
1700
1750
1800
1850
1900
1950
2000
2050
2100
2098
1984
1939
1848
Sizeof Workforce(Headcount)
6,488
8,832
9,203
10,245
11032
5,000
6,000
7,000
8,000
9,000
10,000
11,000
12,000
2008-09 2009-10 2010-11 2011-12 2012- 13
Care application demand

5. Management
Capacity
•Significant reduction in
Cafcass managers in last 4
years
•Evidenced increase in
management effectiveness
•Management Development
Programme (2011)
•Effective performance
management system
•New managers supporting
improvement
0
20
40
60
80
100
120
140
160
180
Corporate
Directors
Heads of
Service
Business
Managers
Service
Managers
Officer
Managers
11
32
10
178
58
4
10
3
106
15
Apr-2009
Mar-2013

6. Integrated Approach to Talent
Management

7. Projected Sickness
12.6
11.7
10.7
7.4
6.0
10.3
8.6
8.0
5.8
5.5
9.9
10.3
7.9
5.7
4.4
7.4
5.6
6.4
4.9
4.0
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0
09/10 10/11 11/12 12/13 13/14
Average WorkingDays Lost
2009-2014 (Projected)
SW AWDL - Inc leavers
SW AWDL - Exc leavers
Non-SW AWDL - Inc leavers
Non-SW AWDL - Exc leavers

8. Organisational Impact
Increased Attendance
• Opportunity cost
equivalent to
approximately 48 posts
realised
• Of these 30 are
attributable as FCA
posts realised
• Benefit realised of over
12,000 working days
101
92
78
53
0.0
20.0
40.0
60.0
80.0
100.0
120.0
09/10 10/11 11/12 12/13
Number of Employees on
Sick leave on an average
working day

9. Organisational Impact
Increased Workforce Wellbeing
7,760
7,271
6,757
2,393
0
1000
2000
3000
4000
5000
6000
7000
8000
9000
09/10 10/11 11/12 12/13
Social Work Days Lost
ThroughStress
Projection
300

10. Organisational Impact
• Continued
reduction in
employee relations
cases
• Currently no staff
suspended
• 11 staff in formal
capability
procedures
Employee Engagement
80

11. • Over 95% of all staff have accessed the
MySkills portal in the last 12 months.
• 95% Managers attended Leadership
Development training
• 97.6% of new staff attended core training for
new starters
• Over 300 staff attended resilience training in
2012-13
Employee Development
Organisational Impact

12. Learning and Development
• In last three years we have adopted a
structured approach to delivering learning and
development
• Blended learning approach allowing delivery
to all staff
• Delivery of key knowledge via multiple
channels
• Growing our own talent

13. Focussing on Improvements

14. The Improvement Journey

15. Internal Progression
• Developing and promoting internal talent:
• Improving quality of performance
April 2010 – March 2013
Social Work Roles 128
Non Social Work Roles 68
HQ (HR, IT, Finance etc.) 35

16. Organisational Impact -
New Individual Performance ‘Dashboard’
• Key organisational objective to be roll out May 2013
• Cornerstone of individual transformation
• Assist individuals to self-regulate
• Provide a ‘mirror’ to staff to support ownership and
accountability
• Proportionate management oversight
• Maximises individual productivity
• Support the production of reliably good or
outstanding work

17. Wellbeing,
Learning &
Engagement
Key Employee
Financial Info
Customer Focus
Case
Management
Vision
&
Strateg
y

18. mywork at Cafcass

19. “To be honest like any
workload management
tool it’s broad, but it’s
useful to hone in, to
prioritise tasks on your
caseload, a pretty good
indicator really”
“I don’t like being
managed (by data
rather than quality) but
it is fair and looks about
right”
“There are some flaws as
reliant on information from
CMS which changes on a daily
basis, can’t compare private
and public really because of
the turnover, BUT it’s helpful to
be transparent (with the data)”
" It has generated a
significant interest in their
own information and feel
their hard work is being
recognised“
– Service Manager
"I think I am good
value, look at the
cases I have closed
this month"

20. Maximising Talent
What are we doing now?
Health and Wellbeing and Engagement:
• Enhanced support for all staff through Introduction of
comprehensive Health and Wellbeing Plan in 2013
• Continue focus on ‘Day One’ intervention and support
• Monitor team and individual sickness and wellbeing
• Deliver focussed health and wellbeing support/days for teams
where this is required
• Talent Management Strategy

21. Individual and Workforce Development
Focus on driving up performance and quality:
• Focus on both effective team based and individual
learning
• Effective organisational strategies:
– Talent Management strategy
– Management Development
• Use Performance and Learning Reviews and other
mechanisms to continue strong local engagement with
staff by managers, with support from HR

22. Cafcass Total Employer Offer
• Current Offer:
– Attractive salary and good terms and conditions;
– Training and Development offering
• Future Offer:
– Providing a compelling total reward package to
attract, motivate and retain the best people
– Flexible benefits (pension, annual leave, wellbeing)
– Career pathways for all of our key roles

23. Future Progression
• Professional and career progression
• Link to talent management
• Workforce Strategy:
– Current impact and achievements
– Future Cafcass strategy
– Improved recruitment and selection
• Development of clear career pathways

24. Future challenges
• A continuous cumulative savings requirement
• Demand increases
• Higher political expectation but less support for the
public sector
• Harmonising with the private sector –internationally
• Transparency and greater public support in an
unforgiving environment
• Attracting bright graduates into all key sectors

25. QUESTION AND ANSWER SESSION