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Editor's Notes

• #2: “The changing face of Wiltshire Council” Barry will briefly discuss the transformational journey Wiltshire Council has delivered supported by elected members, managers and leaders, employees and communities
• #3: Unitary council formed in 2009 – 5 councils into 1 Significant efficiencies delivered Financial pressures and increased demand for services meant that we had to adopt new and innovative ways of working. We identified a need: To work differently to deliver savings and improve services To work better together within the council To work jointly with communities and our public sector and voluntary partners Aim was to maintain vital community services.
• #4: High quality – joined up. seamless cost effective and efficient services to our customers across Wiltshire!! To deliver his we need everything we are currently doing – systems, technology, office hubs etc – but all this is delivered by our people – our staff! Something that stands out for me in this image is – we have a happy customer and a happy employee!! Great outcome! So what did we need as the bedrock in developing more customer focussed culture! – enter the Behaviours Framework!!! It’s not just what we do, it’s how we do it... Get the customer to the right person / place and fulfil their request, first time every time Put the right transactions on all the right channels, all the time Service design should always address root causes, even when it’s a “response” service. Service design should seek to increase customer and community capacity and resilience. Service design should always be fully inclusive for all our diverse customers Massive cuts in funding resulting in a smaller workforce Local authorities are re-shaping the way they deliver services VR programmes result in not necessarily the right people leaving. Loss of talent and experience. Management de-layering - senior management restructures have added pressure to middle management Restructures have happened more than once resulting in loss of morale Austerity is set to continue
• #13: The capabilities we demand from our managers have changed. We now need our managers to have: Resilience The ability to set a compelling vision and bring others along Partnership skills and experience of collaboration with other sectors and partners More commercialism and entrepreneurial drive Innovation and risk taking skills, looking for new opportunities Advanced communication, influencing and negotiating skills Experience of commissioning and managing contracts A strategic leader, focused on and accountable for outcomes, not processes, and which sees collaboration, accessibility and transparency as core capabilities built through ..... Reducing the complexity of organisations ..... Enhancing customers intelligence ..... Developing new business models
• #14: So what should we focus on? Create an employer brand, being clear about our vision Embrace innovation – new ways of working, new technology Upskill our staff – commissioning skills, negotiation and communication skills Increase recruitment of volunteers to support delivery of services Develop partnerships to create efficiencies Plan for our future workforce
• #15: But what do generation y want? Pay staff enough and then pay is not the key motivator! Greater flexibility with working hours – managers will need to manage by outcomes, not by presenteeism Employees want to choose where, when and how they want to work Great IT kit, or the facility to bring your own to work To work for an organisation with social responsibility, sound ethics and morals and a sense of purpose Employees want to have autonomy at work – the power to be self directed