(a)

the People and Organisational Development (P&OD) Transformation Business Case focused upon workforce delivery and accommodation & infrastructure; the intention was to have the right people in the right place at the right time with the right skills;

(b)

possible problems that the P&OD Transformation programme was expected to address included workforce planning to achieve the Council’s vision, a move towards a systems led culture of collaboration and the size and state of the Council’s current office space;

(c)

this area of transformation was considered to be an enabler for the other four transformation programmes namely Customer Centre of Operations (CCO), Growth, Assets and Municipal Enterprise (GAME) and Integrated Health and Wellbeing (IHWB);

(d)

aims of the programme included:

·          

options to address the capability gap currently identified to ensure that staff had the required skill sets, training, knowledge and behaviour to provide increased capability;

·          

to review current policies and procedures to help the Council work more efficiently;

·          

addressing shared priorities for system improvement with partners through collaboration;

·          

to release significant excess office space to reduce costs and enable flexible modern working spaces;

·          

to encourage flexible working practices;

(e)

specific projects included as part of the programme included the decant of the Civic Centre and the refurbishment of Ballard House as well as a focus upon workforce capability requirements;

(f)

issues excluded from the scope of the programme included the development of a high level organisational structure and detailed organisation design as well as the commercial estate;

(g)

specific financial benefits had not yet been identified as this programme was an enabling programme to support transformation in other areas;

(h)

some benefits included a reduction in accommodation space across the city, reduction in associated lease and operational costs of property occupation and maintenance and improved employee satisfaction;

(i)

it was expected that, by moving staff to alternative accommodation, there would be a reduction in sickness absence as the current accommodation was cold and damp;

(j)

costs associated with the P&OD programme were linked to training staff and human investment in ensuring the correct people were employed however PCC staff would be used on projects where appropriate;

(k)

the main equalities and diversity issues for the programme included providing facilities which were DDA compliant and equipping staff with skills to provide excellent services and recognise issued with customers including disabilities, dementia;

(l)

key partners were engaged in developing the programme through a variety of communication channels including the a full stakeholder analysis, consultation with elected members and a plan of key events; Members were advised that Public Health England and the Police were already working closely with the Council;

(m)

the main risks included the availability of both capital and revenue funding to support the delivery of assets required for  ...  view the full minutes text for item 78.