PPMA 2013 Annual Seminar - Cafcass presentation

Strategy to Delivery – Maximising Talent

Anthony Douglas – Cafcass CEO

Jabbar Sardar – Cafcass Director of HR & OD

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

Drivers for ChangeA 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

Service Demand vs. Workforce Capacity

1700

1750

1800

1850

1900

1950

2000

2050

21002098

1984

1939

1848

Size of Workforce (Headcount)

6,488

8,8329,203

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

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

410

3

106

15

Apr-2009

Mar-2013

Integrated Approach to Talent Management

Projected Sickness

12.611.7

10.7

7.4

6.0

10.3

8.68.0

5.85.5

9.910.3

7.9

5.7

4.4

7.4

5.66.4

4.94.0

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 Working Days Lost2009-2014 (Projected)

SW AWDL - Inc leavers

SW AWDL - Exc leavers

Non-SW AWDL - Inc leavers

Non-SW AWDL - Exc leavers

Organisational ImpactIncreased 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

Organisational ImpactIncreased Workforce Wellbeing

7,7607,271

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 Through Stress

Projection 300

Organisational Impact

• Continued reduction in employee relations cases

• Currently no staff suspended

• 11 staff in formal capability procedures

Employee Engagement

80

• 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 DevelopmentOrganisational Impact

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

Focussing on Improvements

The Improvement Journey

Internal Progression

• Developing and promoting internal talent:

• Improving quality of performance

April 2010 – March 2013Social Work Roles 128Non Social Work Roles 68HQ (HR, IT, Finance etc.) 35

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

Wellbeing, Learning &

Engagement

Key Employee Financial Info

Customer Focus Case Management

Vision &

Strategy

mywork at Cafcass

“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"

Maximising TalentWhat 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

Individual and Workforce DevelopmentFocus 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

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

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

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

QUESTION AND ANSWER SESSION