To: All Members of the Organisational Improvement ... · in any item of business on the agenda no later than when the item is reached. 3 Minutes To confirm the Minutes of the meeting

To: All Members of the Organisational Improvement and Development Policy Committee Councillors: Chair – J Kerr-Brown Deputy Chair – L Murphy P Bretherton, P Kennedy, S Krizanac, D Price, P Walker, T Williams S Wright Organisational Improvement and Development Policy Committee

Date: Tuesday, 24 November 2015

Time: 18:30

Venue: Council Chamber, Town Hall, Sankey Street, Warrington, WA1 1UH

Contact Adam Kellock, Democratic Services Officer, Tel: 01925 442144 Email:

[email protected]

AGENDA

Part 1

Items during the consideration of which the meeting is expected to be open to members of the public (including the press) subject to any statutory right of exclusion. 1 Apologies

To record any apologies received.

2 Code of Conduct - Declarations of Interest

Relevant Authorities (Disclosable Pecuniary Interests) Regulation 2012 Members are reminded of their responsibility to declare any disclosable pecuniary or non-pecuniary interest which they have in any item of business on the agenda no later than when the item is reached.

3 Minutes

To confirm the Minutes of the meeting of 22 September 2015 as a correct record

3 - 8

Professor Steven Broomhead Chief Executive

Town Hall Sankey Street

Warrington WA1 1UH

1

mailto:[email protected]

Part 2

Items of a “confidential or other special nature” during which it is likely that the meeting will not be open to the public and press as there would be a disclosure of exempt information as defined in Section 100I of the Local Government Act 1972. Nil.

If you would like this information provided in another language or format,

including large print, Braille, audio or British Sign Language, please call 01925

443322 or ask at the reception desk in Contact Warrington, Horsemarket Street,

Warrington

4 Digital Services Update

Report of the Customer Contact Manager

9 - 12

5 Living Wage Implementation

Report of Assistant Director of Human Resources

13 - 18

6 Workplace Wellbeing Charter

Report of Assistant Director of Human Resources

19 - 28

7 Work Programme 2015/16

Report of the Chairman of the Organisational Improvement and Development Policy Committee

29 - 32

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Agenda Item 3

ORGANISATIONAL IMPROVEMENT & DEVELOPMENT POLICY COMMITTEE 22 SEPTEMBER 2015

Present: Councillors P Bretherton, J Kerr-Brown (Chair), L Murphy (Deputy-Chair), P Kennedy, D Price, P Walker, T Williams and S Wright

Also Present J Boon: Performance, Policy and Partnerships Manager S Brown: Service Manager, Property and Estates A Fields: Programme Manager - WINNIE K Griffiths: Assistant Director of Partnerships and Performance A Juggins: Business Partner, Policy and Performance A Kellock: Democratic Services Officer OID 9 Apologies for Absence There were no apologies for absence received. OID 10 Declarations of Interest There were no declarations of interest made. OID 11 Minutes Whilst considering the minutes of the meeting held on 16 June 2015, the Chair invited the Service Manager for Property and Estates to provide an update on the project for the new market. This issue was raised as a potential item for the work programme in minute OID 8. The Service Manager for Property and Estates delivered a presentation which provided an outline of the market history, the new market project and the temporary market. The key principles for the new market were outlined as being to provide an opportunity for business growth, good value goods and services to residents and to provide a source of income for the Council. Members were informed that the project team was carrying out a public consultation as well as consultations with market traders and traders associations. Members of the Committee raised a number of queries regarding specific aspects of the new and temporary markets as well the overall project. The queries raised related to trader tenancy, elected member involvement, viability of the market, Council oversite, trading hours and the design of the market. The Committee agreed the following resolution: “This Committee wishes to make the Executive Board aware of its interest in and concerns regarding the design and sustainability of the scheme for the new market. This Committee requests that the Executive Board expand the consultation on the scheme to include all members of the Council”

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Agenda Item 3

Decision – That the minutes of the meeting held on 16 June 2015 be confirmed and signed as a correct record by the Chair.

OID 12 Customer Services – Delivery Model The Assistant Director of Performance and Partnerships delivered a presentation on the customer services delivery review which outlined the findings of the review, what had been learnt and the way forward. A summary of the findings of the review was outlined and included the following key points:

No corporate ownership of the Customer Strategy;

No consistent approach to customer services across the Council;

No consistent approach to demand management across the Council, some areas of good practice;

No clear understanding of the cost per transaction across all services;

No holistic approach to customer needs

Inconsistent approach to digital services and the website. The processes and actions required to address the above issues was then outlined by the Assistant Director of Performance and Partnerships with some emerging practices explained. Understanding the nature of customer demand was also highlighted as being key to creating a more effect customer service offer as it was acknowledged that demand ranged from high dependency/complex cases and individuals to low level transactions and information requests and each would require a different approach. Customer delivery requirements, highlighted by the review were then outlined and included the following points:

Recognise the need for proactive support for customers to minimise the increase in high dependency cases;

Increasing self-service to further reduce the cost of simple transactions through channel shift;

Focus resources on supporting the most vulnerable;

Ownership of the Customer Strategy and development of a consistent approach across the Council;

Process improvement, case management and a reduction in failure demand. The way forward and initial proposals for customer services were then discussed and the following key points were highlighted:

Strategic lead for the Customer Strategy;

New model for telephony services (Automated);

Case management system integration;

Channel shift and improved digital services;

Triage service for face to face contacts;

Opportunity with new Council Offices 4

Agenda Item 3

The nest steps for the review would include further development of the above initial proposals along with engagement with services and members via the Organisational Improvement and Development Policy Committee, engagement with the new Council Offices project and the production of a detailed programme for change. Members of the Committee agreed to arrange a meeting of the Customer Service working group prior to the next meeting of the Committee to discuss the review findings and the way forward. Members also echoed concerns that there was no senior manager responsible for customer service and requested that information on the turnover of staff within the area be provided for the working group. Resolved: That a meeting of the Customer Service working group be established prior to the next meeting of the Committee. OID 13 Ombudsman Complaints – Summary of Decisions – 2014/15 A report providing a summary of the decisions taken by the Local Government Ombudsman regarding the Council was presented to the Committee. The findings of the report showed that 44 complaints had been received during 2014/15 which was a decrease from the levels received in 2013/14. The report also broke down the figures into department specific complaints which showed that Adult Social Care received the largest number of complaints, as was the case in 2013/14 with Education and CYP and Benefits and Council Tax receiving the next highest amount. It was noted that the number of complaints for each department had reduced from the levels in 2013/14. Appendix 3 of the report provided a more detail regarding the specifics of each case received in a redacted form. Appendix 4 of the report was the Ombudsman’s overall report on Local Government Complaints which set out the complaint numbers for all Local Authorities. It was noted that Warrington compared favourably to other comparable Local Authorities and received a relatively low number of complaints. The department specific complaint levels were also considered to be consistent with national levels. Overall the Committee expressed its satisfaction that the number of complaints and investigations had fallen from the previous year and had fallen across all departments. OID 14 Co-operative Councils Innovation Network A report on the proposal for the Council to join the Co-operative Councils Innovation Network was presented by the Performance Policy and Partnerships Manager. It was noted that previous reports on the network had been brought to the Committee most recently in March 2015 when members asked for more information on the benefits of the network to be brought to a future meeting. The Committee was provided with examples of how membership of the network had been used positively by other Local Authorities with Glasgow City Council being highlighted as a particularly positive case. Branding from the Co-operative Network

5

Agenda Item 3

was considered the biggest benefit to the Council as it was noted that Warrington was already carrying out a number of projects and practices that were compatible with membership of the network. It was noted that there were other benefits to the Council in joining the network but members clarified that if the Council joined membership could be reviewed periodically to ensure that the Council was gaining from its membership. It was confirmed that there was a £7900 subscription charge in order to join the network but members clarified that there would be other indirect costs involved by signing up to the principles of the co-operative. Members of the Committee expressed the view that potential benefits of joining the network outweighed both the direct and indirect cost of joining. Decision – That this Committee recommends to the Executive Board that Warrington Borough Council should join the Co-operative Councils Innovation Network as soon as possible and should fully embrace the principles of the co-operative. OID 15 Warrington’s Internal Networking and Information Exchange (WINNIE) A presentation on the Council’s Intranet, WINNIE, was provided by the Programme Manager. WINNIE launched in December 2014 and the committee received an update outlining the basic functionality of the system at the meeting in March 2015 with the presentation outlining updates and system performance since then. It was noted that WINNIE was accessed by 1000 employees per day and received over 11,000 hits by day, largely due to it being the standard home page when using Internet Explorer. Usage of WINNIE had been consistent month on month since its launch with the search function being highlighted as a particularly useful part of the system. Employee services was highlighted as being the most used part of WINNIE and the other most popular areas were also outlined to the committee. It was noted that WINNIE had been deemed to have had a good impact across the Council, most notably with self-service and search functions leading to a reduction in calls to HR which allowed HR Officers to focus on higher level casework. Discussion topics were also highlighted as being particularly useful for staff who could share issues and best practice across the Council. Future improvements for WINNIE would include updates to the home page, personalisation, training videos, communications survey and the potential for external advertising. It was clarified that WINNIE was accessible via tablet devices but as with all devices there was a requirement to be connected to the Council’s network. Work would continue to make WINNIE more compatible with mobile devices. OID 16 Work Programme – 2015/16 The committee received and noted its work programme for 2015/16.

6

Agenda Item 3

Chairman ………………………………………

Date ……………………………………………

7

8

Agenda Item 4

WARRINGTON BOROUGH COUNCIL ORGANISATIONAL IMPROVEMENT AND DEVELOPMENT POLICY COMMITTEE – 24 November 2015 Report of the: Assistant Director Performance and Partnerships

Report Author: Alex Grundy, Customer Contact Manager

Contact Details: Alex Grundy

Email Address: [email protected]

Telephone: 01925 442418

Ward Members:

All

TITLE OF REPORT: Digital Services Update

1. PURPOSE 1.1 This report is to provide the committee with an update on the progress of the delivery

of the digital services programme, planned activity and efficiencies made. 2. CONFIDENTIAL OR EXEMPT 2.1 This report is not confidential or exempt. 3. INTRODUCTION AND BACKGROUND 3.1 Driven by both the austerity measures placed on public services and customer

expectations for easily accessible and straightforward services; Warrington Borough Council has committed to use new and emerging technology, particularly digital. Our ambition is enable the council to deliver the most efficient and effective services to our customers and meet the needs of an ever changing society. The digital programme is a key organisational priority and forms part of the council’s whole transformational agenda, underpinning the accommodation, communication and customer strategies.

4. WHAT IS DIGITAL 4.1 Digital is “technology that connects people and systems with each other or with

information, leading to the electronic automation of processes for the benefit of customers and the organisation”.

4.2 In recent years there has been an enormous change in technology and the way in

which it is used by society. Digital solutions are becoming increasingly pervasive at every level of society as customers continue to embrace and utilise this technology to enhance their lives. For example, online banking, shopping, communicating through social media or downloading music are now an everyday part of many people’s lives. Over 87% of British adults have been online, 99% of all 16-24 year olds use the internet and 51% of adults have a smart phone and more likely to access the internet via a phone or tablet. 9


Agenda Item 4

4.3 Organisations and businesses now need to design processes digitally first with a more joined up approach to service delivery to achieve true efficiency savings. Therefore our vision needs to reflect this change and so our aim must be to make people think ‘digitally first’ to deliver current and future services for many of our users; enabling them to “get online and stay online”.

5. CURRENT ACTIVITY 5.1 The team is responsible for both business as usual and ongoing improvements to

services, as detailed below:

Managing content and functionality of website, through digital leads

Servicing of emails and online forms

Working closely with the Communication Team to ensure customer engagement and effective use of social media; for example Mr Smith’s fire and #SnapWarrington.

Email alert system, news in place and swing bridge being developed

Drive digital inclusion across the borough via Go ON Warrington 5.2 Ongoing activities have resulted in an increase in digital engagement with residents,

as detailed below:

33% of all contacts into Contact Warrington are now digital (a 10% increase since November 14)

Activity includes on average: 2,100 online forms; 75 social media enquiries; 1,700 emails; 3,000 payments online per month

Receive circa 108,000 unique web hits each month

Currently 3,345 Facebook likes and 12,900 Twitter followers 5.3 Go ON Warrington is a digital inclusion partnership group which is made up of

partners including WBC Digital Services and Neighbourhood teams, GGHT, DWP, Muir Housing, Your Housing, LiveWire, Barclays and WVA. Our aim is to increase the skills and accessibly for people within Warrington to get online. We are supporting projects such as the Bewsey and Dallam development and the recruitment and management of digital champions across the borough. We have digital champions working with neighbourhood teams and are running “Get On, Live On” pilots in Padgate, Birchwood and Central libraries.

5.4 Further to the work of Go ON Warrington, Warrington Borough Council’s Digital

Services team were awarded runner up at Go ON NW awards in June for WBC’s commitment and activity on our Digital Charter.

5.5 Below are recent activities that have been completed or due to be implemented by the

end of November 2015:

Relaunched digital strategy, working closely with SMT to increase digital take up across the council and continue to increase service efficiencies via automation and digital activities

All social media profiles have been rationalised

Online booking system now in place for the Sensory centre

Digitised taxi licensing process

Ask Ollie website launch for SEND legislation

Bulky waste and pest processes resigned to remove invoices and therefore efficiencies, saving £25,000 pa

10

Agenda Item 4

Review of processes within Contact Warrington, which have contributed to the reduction in wait times from 505s and 56% calls in July to 212s and 78% calls in October :

Automation and redesign of waste processes to reduce double keying and administration of frontline staff

Automation of some Revenues and Benefits processes, removal on Contact Manager system and reduced double keying

All content on the website has been reviewed and content migration now being done for website relaunch in December

6. FUTURE ACTIVITY 6.1 The following are activities that will be completed by March 2016:

Website launch December which will be mobile responsive, providing better navigation and search facility

Web advertising to generate income

New website to support Care Act requirements

Webchat as part of the new website launch

Rationalising the council’s mapping solution (subject to tender) 6.2 From 2016-17 onwards the following activities are planned:

Consider online only services with assisted digital

Introduce a customer web portal for self-service

Implement the CRM upgrade to enable: Two way integrations Automation of forms (reduce administration resource) Social media enquires within the system Removal of some legacy systems (including CES for waste and Q-matic

for Contact Warrington) 7. RISK ASSESSMENT 7.1 There are no immediate risks arising from this report. 8. REASON FOR RECOMMENDATION 8.1 To support the activities of officers across the Authority to continue to reduce energy

and resource use, with positive impacts on our carbon footprint. 9. RECOMMENDATION 9.1 The Organisational Improvement and Development Policy Committee are asked to

note the contents of this report, there will be regular updates to the committee on the digital services progress.

10. BACKGROUND PAPERS 10.1 Demonstration of the new website.

11

Agenda Item 4

Contacts for Background Papers:

Name E-mail Telephone

Alex Grundy [email protected] 01925 442418

12

Agenda Item 5

WARRINGTON BOROUGH COUNCIL ORGANISATIONAL IMPROVEMENT AND DEVELOPMENT COMMITTEE – 24 November 2015

Report of: Gareth Hopkins, Assistant Director, Human Resources Report Author: Gareth Hopkins, Assistant Director, Human Resources

Contact Details: Email Address: [email protected]

Telephone: 01925 443932

Key Decision No. N/A

Ward Members:

All

TITLE OF REPORT: LIVING WAGE IMPLEMENTATION 1. PURPOSE 1.1 For Organisational Improvement and Development Policy Committee to consider

endorsing proposals on implementing the Living Wage for Council employees as from 1 April 2016.

2. CONFIDENTIAL OR EXEMPT 2.1 This report is neither confidential nor exempt. 3. BACKGROUND 3.1 The Living Wage has been defined as ‘the level of income needed to provide an

acceptable standard of living in Britain to ensure good health, adequate child development and social inclusion’. The Living Wage (outside London) is calculated by the Department for Income Studies at Loughborough University on behalf of the Living Wage Foundation, and as from November 2015 is set at £8.25 per hour.

3.2 In the ten years since its launch the Living Wage campaign has become a

powerful source for change across the country. A study by Queen Mary University of London found evidence that employers as well as employees have benefited after implementing the Living Wage. The most significant impacts noted were improved recruitment and retention, higher worker morale, motivation and productivity in addition to the reputational benefits of being an ethical employer.

3.3 Executive Board agreed on 11 November 2013 that the Organisational

Improvement and Policy Committee should undertake a review of the Council’s 13

Agenda Item 5

position on the implementation of the Living Wage once the outcome of the Living Wage Commission is made public.

3.4 Following the publishing of the final Living Wage Commission report in June

2014, a cross party Working Group of the Policy Committee has met several times, advised by officers, to consider the implementation for council staff.

4. IMPLEMENTATION OF LIVING WAGE 4.1 It is proposed that Warrington Borough Council will adopt the Living Wage (set at

£8.25 per hour) and integrate it into its salary structure, with the following changes made to the Council’s pay and grading structure.

Removal from the Pay and Grading structure of NJC Spinal Column Points 6-12

Introduction of two new points to the Pay and Grading Structure, which are ‘Living

Wage’ and ‘Living Wage Plus’

Grade 1 roles will be paid at ‘Living Wage’ - £8.25 per hour

Grade 2 roles will be paid at ‘Living Wage Plus’ – £8.30 per hour

Grade 3 will have its bottom two Spinal Column Points removed

No changes will be made to Grades 4 and above

Grade 3 and above will remain subject to NJC National Pay Awards

Grades 1 and 2 will be excluded from NJC National Pay Awards

If no NJC National Pay Award has been implemented for council staff by 31

March 2016, a 1% pay award will be implemented as from 1 April 2016 for staff

on Grade 3 to ensure the continuation of a pay differential, with the full pay award

implemented when agreed. No additional financial pressure would be created by

this as a 1.2% pay award is currently assumed as part of the council’s financial

planning.

4.2 The impact of these changes are shown on the council’s pay and grading structure at Appendix 1.

4.3 These proposals will be subject to annual review, with a pay and grading review,

with particular focus on the lower grades, and on terms of reference to be jointly

agreed between Warrington Borough Council and its recognised Trade Unions, to

be completed by 31 March 2018.

4.4 These proposals are subject to agreement by Full Council following consideration by Executive Board.

4.5 Agency staff continuously engaged for 12 weeks or more by the council will also

be eligible to receive the same rates of pay as Council employees, meaning that they will then also receive at least the Living Wage.

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Agenda Item 5

4.6 Schools have also been strongly encouraged to also pay the Living Wage to their directly employed employees, and support and advice will be provided to all schools in the borough regarding the implementation of the Living Wage.

5. CONTRACTS 5.1 The Council will also now explore how partners and other organisations that the

council has a contractual relationship with can be encouraged to also pay their staff the Living Wage, where they don’t already. This work will be led by the Strategic Procurement Panel, and will be reported back to the Organisation Improvement and Development Policy Committee.

5.2 This will include reviewing the financial impact upon the Council by the

introduction of the National Living Wage, which will see the minimum wage for those 25 and over, increased to £7.20 per hour as from 1 April 2016.

6. FINANCIAL CONSIDERATIONS 6.1 The introduction of the Living Wage for council staff will cost an estimated

£270,000 in the first year. Those services which provide services to external customers will review their charges as is normal practice when salaries increase. The cost has been built into the council’s current MTFP, with equivalent savings required as part of the council’s budget for 2016/17.

7. RISK ASSESSMENT 7.1 The changes will be subject to an ongoing review between the Council and Trade

Union colleagues. In particular, the impact of changes such as further increases in the Living Wage, and National Local Government pay awards, will be considered as to their impact on the council’s pay and grading structure.

8. EQUALITY AND DIVERSITY / EQUALITY IMPACT ASSESSMENT 8.1 An Equality Impact Assessment on the proposed changes to the pay and grading

structure is being completed. 9. CONSULTATION 9.1 Consultation with key stakeholders has been undertaken in relation to these

proposals 9.2 The Trade Unions have been consulted throughout the review. This includes

formal consultation over the changes to the Pay and Grading structure. Local Trade Union representatives are supportive of the implementation of the Living Wage. The detailed proposals are currently being considered by regional and national officers, and the final position will be reported to Full Council to support the final decision.

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Agenda Item 5

10. REASONS FOR RECOMMENDATION 10.1 To support the implementation of the Living Wage for Council employees. 11. RECOMMENDATION 11.1 Organisation Improvement and Development policy committee are asked to

endorse the proposals for implementation of the living wage as set out in this paper.

12. BACKGROUND PAPERS

Contacts for Background Papers (if applicable):

Name E-mail Telephone

Gareth Hopkins [email protected] 01925 443932

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Agenda Item 5

Appendix 1 – Current and Proposed Warrington Borough Council Pay and Grading structure Table 1 - Current Grading Structure effective to 31 March 2016

WBC NJC WBC Hourly

Grade SCP SCP Rate

Gr1 6 1 7.06

7 2 7.11

Gr2

8 3 7.19

9 4 7.30

10 5 7.43

Gr3 11 6 7.88

12 7 8.05

13 8 8.26

14 9 8.41

Gr4 15 10 8.59

16 11 8.80

17 12 9.00

18 13 9.18

Table 2 - Proposed Grading Structure from 1 April 2016

WBC NJC WBC Hourly

Number of Employees

estimated to be on this rate as at 1

April Grade SCP SCP Rate

Gr1 N/A Living Wage £8.25 306

Gr2 N/A Living

Wage Plus £8.30 24

Gr3 13 8 £8.35* 107

14 9 £8.50* 207

Gr4 15 10 £8.59 0

16 11 £8.80 38

17 12 £9.00 19

18 13 £9.18 213

* - Including an assumed 1% NJC National Pay Award as from 1 April 2016

17

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Agenda Item 6

WARRINGTON BOROUGH COUNCIL ORGANISATIONAL IMPROVEMENT AND DEVELOPMENT COMMITTEE – 24 November 2015

Report of: Gareth Hopkins, Assistant Director, Human Resources Report Author: Gareth Hopkins, Assistant Director, Human Resources

Contact Details: Email Address: [email protected]

Telephone: 01925 443932

Key Decision No. N/A

Ward Members:

All

TITLE OF REPORT: WORKPLACE WELLBEING CHARTER 1. PURPOSE 1.1 For Organisational Improvement and Development Policy Committee to be

updated on the Council’s progress to achieving the Workplace Wellbeing Charter, through joint working between the Council’s HR and Public Health teams.

2. CONFIDENTIAL OR EXEMPT 2.1 This report is neither confidential nor exempt. 3. BACKGROUND 3.1 The Policy Committee has been previously updated on the intention of the

Council to work towards the Workplace Wellbeing Charter which is a UK recognised accreditation with 3 levels of accreditation

COMMITMENT

Standards all organisations should

meet; putting the building blocks in

place.

ACHIEVEMENT

Actively encouraging positive lifestyle

choices and addressing health issues.

EXCELLENCE

Fully engaged leadership with a range

of programmes and support

mechanisms

3.2 The Workplace Wellbeing Charter was seen as an opportunity to show WBC commitment to the health and well-being of the workforce to be able to

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Agenda Item 6

demonstrate positive impact that employment can have on health and wellbeing on staff with strong evidence showing how a healthy workforce can lead to reduced sickness absence, lower staff turnover and boosted productivity, good for the employer, workers and the wider economy.

3.3 The Council is on track to achieve Commitment level by the end of 2015/16

financial year. The attached Appendix 1 is a working document that details progress and evidence for the Council’s position against the 8 themes contained within the Charter which are as follows:

Leadership

Absence Management

Health and Safety

Mental Health

Smoking and Tobacco

Physical activity

Healthy eating

Alcohol and substance misuse 4. RECOMMENDATION 4.1 Organisation Improvement and Development policy committee are asked to

consider the information within this report and ask questions as appropriate.

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Appendix 1 – Working Document showing progress, and evidence against the Workplace Wellbeing Charter standards for ‘Commitment’

1 Leadership

Commitment Notes / Evidence

1.1 The organisation has assessed its needs and priorities around health and work.

The Council has produced a strategy document for Employee Health and Wellbeing.

1.2

Management can demonstrate the process for ongoing consultation and communication with staff on relevant workplace health issues. (Where there is a recognised Trade Union, this should be through an appropriate agreement with them.)

The Central Safety and all the Directorate health, safety and welfare committees meet four times per year. In addition, ERGE undertake scheduled health and safety meetings within its services.

1.3 Senior Management encourage a consistent and positive approach to employee well-being throughout the organisation.

Will be providing evidence around the Health and Wellbeing day and Corporate Communications

1.4 The organisation is aware of its responsibilities under the Equality Act 2010 and other equality legislation is known and adhered to.

Our commitment to equality of opportunity and respect for the diversity of everyone is set out in our Equality and Diversity Policy. The policy outlines how the council will meet the requirements of the Equality Act 2010 and the Public Sector Equality Duty. It also highlights our values, our key pledges to the residents of Warrington and our commitment to equality and diversity. We are required by the Equality Act 2010 to publish equality objectives at least every four years. We have called our objectives 'pledges'. They are; to protect the most vulnerable; to support the local economy and to build strong and active communities for all. The purpose of the pledges is to help us to meet the requirements of the General Equality Duty. The pledges will help us to focus our attention on priority equality issues so that we can deliver improvements in policy making, service delivery and employment. Specific information in respect of Equality and Diversity can viewed on WINNIE.

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1.5 There is an effective communication policy in place. The Council has a Corporate Communication strategy which can be seen on WINNIE. This is effective at enabling key messages to be communicated around the organisation.

1.6 An effective policy and procedure to tackle bullying and harassment has been implemented.

The Council has a Dignity at Work policy that can be seen on WINNIE.

1.7 Flexible working practices and family friendly policies are in place. Policies are in place in respect of Requests to Work Flexibly, Flexi Time, Lieu Time, Homeworking and Banking, Buying and Selling Leave. These can be seen on WINNIE.

1.8 An effective policy is in place for whistle-blowing.

The council is committed to the highest possible standards of transparency, probity and accountability. We therefore encourage employees and those with whom we work in partnership to come forward with any serious concerns they may have about any aspect of the council's work. The earlier a concern is raised, the easier it is to take action and deal with the matter. Whistleblowing is a procedure that enables serious concerns over malpractice or wrongdoing to be raised without fear of victimisation, discrimination or harassment. This process is mainly intended for use by employees of the council, its partners and those organisations who contract to provide services on the council's behalf. The Whistleblowing Procedure is on WINNIE

1.9 Effective policies are in place to manage disciplinary and grievance procedures.

There are a number of different documents in place in respect of Disciplinary procedures on WINNIE.

If an employee has any concerns, problems or complaints relating to the workplace, they should first and foremost be raised with their line manager wherever possible. Where it has not been possible to obtain a satisfactory solution to the problem, there are a number of procedures that can be followed. The relevant documents can be seen on WINNIE.

2 Absence Management


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2.1 A clear attendance management policy is in place and procedures are known to staff.

The Council has a number of documents that are available to employees on WINNIE.

2.2 Contact is maintained with absent employees to provide support and aid return to work.

Sections 3.2 and 5.1 of the Council's Managing Attendance policy refer specifically to this. This document is available to all employees on WINNIE. Sickness absence cases are managed by HR Business Partners who ensure adherence to the policy.

2.3 Documented return to work procedures are in place and followed. Appendix 1 of the Council's managing attendance policy is a Return to Work pro forma. This document is available on WINNIE.

2.4 Return to work interviews are conducted and recorded with concerns /appropriate support recorded and provided.

A process is in place for this as part of the managing attendance policy

2.5 Specific risk assessments for individuals are conducted and take into account a person’s health status.

Activity in this area is typically reactive rather than proactive, for example, stress risk assessments are undertaken when employees have stress related sickness absence. Proactive work, however, does include DSE assessments.

2.6 Reasonable adjustments are available to employees in line with recommendations made in a Statement of Fitness for Work.

Reasonable adjustments are available as required for employees who have periods of sickness absence. Examples include phased returns to work, reduced hours, flexible working, reasonable adjustments and redeployment considerations. These options are detailed in section 5.1 of the council's Managing Attendance policy that is available to be viewed on WINNIE.

3 Health and Safety


3.1 Demonstrate an awareness of legal obligations in relation to health and safety.

The Council takes Health and Safety very seriously and is very aware of its legal obligations. This is evidenced by reference to WINNIE where all the Councils Policies, Standard Operating Procedures (SOPs) and Guidance Notes (GNs) are placed for all staff and managers to access.

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3.2 Relevant health and safety policies and procedures are in place to demonstrate compliance with health and safety legislation.

The Council has a range of Health and Safety policies in place that comply with legislation.

3.3 A risk assessment programme has been implemented and all staff are informed of the workplace risks that affect them and the controls in place.

The Risk & Resilience (R & R)Team produce and maintain the SOP around Risk Assessment to ensure consistency across the organisation and guide managers in their thinking. It is the role of the manager to ensure that all work related activities are risk assessed and maintained - inclusive of employees

3.4 The workplace environment is conducive to health and employee welfare should be addressed – drinking water, washing facilities, clean toilets, eating facilities etc.

A workplace inspection checklist has been produced by the R&R team to assist managers to risk assess what needs to be done. The application of this is undertaken by service / building managers relevant to the workplace

3.5 Health and safety training has been given to all staff.

Health & Safety training is delivered to all New Managers via the New to Management Programme. In addition specific training is delivered to Premise via the Corporate training & development team in relation to premise management, fire safety, legionella and the range of specific training related to social care activities.

4 Mental Health


4.1 Provide information to employees to reduce the stigma around mental ill-health. Connect 5 training, Time to Talk. Promotion of stamp out stigma campaign.

4.2 Provide information about mental health and well-being, including work-related stress, and additional further information readily available to staff at all levels.

More information to be provided here

4.3 The organisation ensures that employees are made aware of their legal entitlements regarding working conditions.

Policies & practices, HR Guidance

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4.4 The organisation has implemented a mental wellbeing policy that follows the principles of the Health and Safety Executives Management Standards for Stress.

More information to be provided here

4.5

Ensure employees are aware that mental health and well-being issues are valid and people seeking to address these issues are fully supported by the organisation at all levels.

Communication to all staff, promotion of time to talk campaign and challenge. Briefing to staff. Circulars around World mental health day.

5 Smoking and Tobacco


5.1 Management are aware of their duties under smoke-free legislation and are in compliance.

Managers briefings were issued when the WBC smoke-free policy was introduced and when it was updated.

5.2 All staff are aware of the smoke-free and tobacco control laws and how they are applied in their workplace.

There is a WBC smoke-free policy that is easily available on the intranet. All recent changes in legislation have been highlighted across both internal and external communication channels.

5.3 Sources of further information and support to quit smoking are readily available. Local and national sources of support form part of the WBC Smoke Free policy.

5.4 A working smoke-free policy is in place and staff are aware of it. The Council has a Smoke Free policy that is available for employees to view on WINNIE.

5.5 The smoke-free policy extends to all smoking habits including Electronic-cigarettes.

The Council has a ban on electronic cigarettes as can be seen in the Smoke Free Work Policy, specifically in sections 2.3 and 3.4.

6 Physical Activity


6.1 A physical activity statement is in place and employees are aware of it.

The Active Warrington Strategy sets out the visions for employees and the residents of the town. This is available on WINNIE and website.

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6.2 Information is made available on the benefits of physical activity. The benefits of exercise are promoted in all health & wellbeing areas WINNIE and website.

6.3 The minimum legally required breaks are taken by all staff. There is no way of measuring if staff take all breaks. However the WBC contract is designed to include a break in the working day, as demonstrated in the flexi-time guidelines shown in attached link.

6.4 Staff are encouraged to take regular breaks. Information on WINNIE encourages the benefits of taking regular breaks from their desk.

7 Healthy Eating


7.1 A healthy eating statement is in place and employees are aware of it.

The Warrington Healthy Weight Strategy sets out the visions for employees and the residents of the town. This is available on WINNIE and website.

7.2 Appropriate, acceptable and accessible information on healthy eating is provided.

https://intranet.wla.int/search/Pages/Results.aspx?k=take%20a%20break#k=healthy%20weight

7.3 Any kitchen facilities or beverage areas are in good condition and conform to the highest possible standards and requirements of food hygiene.

More information to be provided

7.4 Wherever possible, eating facilities that are clean and user friendly are provided away from work areas. Use of these facilities is promoted to enable regular breaks away from the work area. There are kitchens with eating areas on all floors of the main building and depots. These

are professionally cleaned at end of each working day.

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8 Alcohol and Substance Misuse


8.1 A working Alcohol and Substance Misuse Policy is in place, regarding the use of alcohol and other substances in the workplace, that is clear and consistent.

A Drug, Alcohol and Substance Misuse Policy (and Manager's Guide) exists as part of the Council's range of HR policies. This was last formally reviewed in November 2012 and requires updating - for example some information and contact details are out of date and there is also no reference to New Psychoactive Substances (NPS). In July 2014 suggested amendments were drafted. Proposal is to review and refresh this policy.

8.2 Employees are provided with information about the effects of alcohol and substance misuse that is appropriate, acceptable and accessible.

A range of information is available on the Council's main website, under the Public Health pages. Further discussion required to make these links available on WINNIE

8.3 Alcohol policy includes guidelines on the use of alcohol at business functions.

The Drug, Alcohol and Substance Misuse policy states in para 5.5 that 'Alcohol may be consumed at any Council owned venue (that is licensed to sell alcohol), where an event or function is being held outside of the working day'. Further consideration to this will be given in the review and refresh of the policy.

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8.4 Employees are supported in seeking help to treat alcohol or substance misuse issues. This includes providing sources of further information and support that are readily available.

Question 5 (page 4) of the Manager's guide suggests that where an employee admits that they have a problem with drug, alcohol or substance misuse, then the employee should be referred to the 'Occupational Health Service'. As part of the review and refresh of the policy, it should be noted that the Council's commissioned community and prison substance misuse treatment service (CRI Pathways to Recovery) will offer same day assessments and will fast-tract any Council employees requiring support.

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Agenda Item 7

Organisational Improvement & Development Policy Committee Draft Work Programme – June 2015 to March 2016

Note: - Topics which link to new national government policies/initiatives are highlighted in italic text

Work Programme Topic

Purpose of the item

Type of Policy Development Work

Methodology

Role of Members Lead Officer

Date of Meeting

Theme – Customers Customer Services Delivery Model

Provide input into the redesign of the customer services delivery model

Looking ahead – impact of national policy developments and emerging local needs

Working Group met in October 2015. Next meeting January 2016

Assist in the redesign of the customer services delivery model

K Griffiths (A Grundy)

Working group to report to

committee in January 2016

Customer Intelligence Trends

Analysis of different types of customer intelligence (inc positive and negative) to identify re-occurring themes, trends and areas for improvement.

Reviewing - Look at what we currently do & make recommendations for improvements

Working Group met in October 2015. Next meeting January 2016

Look at key themes and help shape future improvement plan.

K Griffiths (A Juggins)

January 2016

Digital Strategy To ensure that the priorities and actions identified in the digital strategy are been implemented. In addition the PC will be asked to assist in the development of the functionality and promotion of the new website


Officer Report on the functionality and promotion of the new website

Submit views and recommendations to Executive Board

L Green (A Grundy)

November 2015

Adult Social Care Catalyst Choices Social Enterprise

Review the performance of the Catalyst Choices Social Enterprise following its launch in February 2015


Scrutiny session – invite officers to attend mtg to give evidence

Submit views and recommendations to Executive Board

D Osborne January 2016

Theme – Corporate Service Development and Innovation

Integration of Services To research service integration and national and local developments This topic links to a new government policy “right to try” to deliver cross-service outcomes


To be clarified Potential policy development and research role

K Griffiths (J Boon)

January 2016

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Agenda Item 7

New Council Accommodation

Provide input into the design of the new council building


Officer report Submit recommendations and comments to Project Board

Gareth Hopkins (I Dykes)

January 2016

Energy Efficiency To ensure that the policy on energy efficiency is been implemented and that the council is developing a holistic approach to energy efficiency.


Officer Report (to include update on task group)

Submit comments & recommendations, if appropriate to the relevant officers.

D Boyer (R Waggett)

January 2016

Warrington’s Internal Networking and Information Exchange (Winnie)

Initial report considered in March 2015. Further information on usage levels of different aspects of the intranet requested.

Reviewing – Look at how the new intranet is performing

Officer Report Review and challenge session

K Griffiths (A Fields)

March 2016

Council Strategy – 2015-18

Initial awareness raising of the strategy followed by monitoring of the delivery of the strategy

Reviewing – Look at how the plan is being delivered

Initial officer report

Monitoring role K Griffiths (J Boon)

March 2016

Outcome Based Budgeting

Potential future work on delivery of specific outcome based budgeting projects


Officer report Monitoring role K Griffiths To be confirmed

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Agenda Item 7

Theme – Workforce Living Wage This item was referred to the PC by

EB who asked members to look at the feasibility of introducing a living wage in the council. Since the last update the council has agreed to implement a living wage from 1.4.16 This topic links to new government policy to encourage employers to support a living wage


Working Group. Update report from the working group on timescales for the implementation

G Hopkins November 2015

Staff Health and Wellbeing – Workplace Well-Being Charter and Absence Management

Initial report received in November 2014 on workforce health and wellbeing activities to reduce staff absence and improve engagement. Further information requested on Workplace Wellbeing Charter.


Officer report Update on potential application for Workplace Wellbeing Charter

G Hopkins November 2016

Theme – General New Market This item was raised by the

Committee as a potential work programme item at the meeting in June 2016. An update report on progress towards the project was provided at 22 September meeting of the Committee.

Looking ahead – Looking at required progress for the new market project

Officer Report TBC S Park (S Brown)

Date TBC

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To: All Members of the Organisational Improvement ... · in any item of business on the agenda no later than when the item is reached. 3 Minutes To confirm the Minutes of the meeting

Documents