Issue - meetings
People Strategy Update
(a) That the achievements made in relation to delivery of the current People Strategy be noted;
(b) That the immediate priorities for 2014 be noted and endorsed; and
(c) That the intention to draft a new People Strategy 2014 to 2017, following the leadership restructure in May 2014 be noted.
The Head of Human Resources and Organisational Development introduced a report to provide Members with a progress report on the delivery of the People Strategy for 2009-12 (extended to 2014) to conclude the current strategy as at March 2014. The report also advised Members of the key themes and priorities for the next People Strategy for 2014-2017 prior to the full review and development of the new strategy.
The strategy was currently structured under the following five key themes:-
The Head of Human Resources and Organisational Development provided details of some of the successes within each of the five themes and explained that the main priorities for 2014 and the priorities for the next three years were detailed in the report.
The Chief Executive commented on the work that had been undertaken and spoke of the success of the different apprenticeship and training schemes in partnership with Coleg Cambria. He also indicated that appraisals for the new Chief Officers would be held between October and December 2014. On the issue of Single Status, the Chief Executive explained that the formal agreement had been signed the previous day ready for implementation on 1 June 2014.
In response to a question from Councillor Paul Shotton about training undertaken with Coleg Cambria, the Head of Human Resources and Organisational Development said that a range of training programmes were in place in partnership with Coleg Cambria. She provided details of the Management Development Programme which was based on a number of modules, some of which were undertaken as study days at Northop Campus and others in the form of assignments. She explained that the programmes were designed around the ILM qualification framework and Flintshire’s requirements and competencies. Other programmes delivered in partnership with the college included the Team Leader programme and Transitionary Team Leader programme.
The Chief Executive said that Coleg Cambria had been enormously flexible to accommodate the components required by the Council. The college had been able to attract funding which meant that the training courses could be run at no cost to the Council. In response to a query about agile working, the Chief Executive explained the differences between agile working and home working and spoke of the areas such as Planning, and Social Services where agile working had been undertaken. The policy on agile working had recently been discussed and Helen Grant (Neighbourhood Housing Manager) and David Barnes (Revenue Manager) had been able to provide an insight into how agile working had been undertaken in their areas. The Leader of the Council said that agile working was not a new concept but had not previously been undertaken by Flintshire County Council. He felt that there was a need for a better understanding but welcomed the successes achieved in the pilot areas and suggested that the Committee could consider the issue in more depth at a future meeting.
In response to a question from Councillor Ian Dunbar about Health & Wellbeing referred to in paragraph 3.05, ... view the full minutes text for item 98