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Actions

Introduce bi-annual ‘People Services Functional Meeting’ for all People Services colleagues; focussed on strategic direction, progress against strategic priorities, and teambuilding

Communicate and launch People Services Strategy

Undertake gap analysis of current people services meeting structures and communication channels to identify areas for improvement

Share outcome of gap analysis and identified modifications with People Services colleagues

Reflection Activity

To what extent have the actions been achieved?

1. Has been achieved
2. Achieved
3. Little bit more work to communicate this
4. Same as 3

To what extent have the actions achieved the desired outcomes?

There has been more team days and weekly updates - great to get these updates from Claire.
We think more of our successes could have been shared more? some of what was shared today could have been coming over the last few months.
Could do with more of an update on priorities across teams - more detail on the ongoing work

What outstanding actions will need to be carried forward into the next action plan?
Update on a monthly basis more on priorities
Weekly reflect on our success more
Undertake the gap analysis and share across the team
Starters and leavers in the team - more consistency

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Actions

Design work teams, comprising a cross section of people services colleagues, to take forward key projects and activities emanating from the People Services Strategy

Offer line managers support and coaching to enable meaningful and impactful PDR/PDPR discussions with their direct reports

Ensure all people services colleagues have PDR/PDPR discussion and agreed objectives in place

Reflection Activity

To what extent have the actions been achieved?

[Business Insight - involved all teams
Wellbeing - positive psychology; leading way support day
Leading the way - involved many teams in PS
Added value people project - Coaching and Mentoring academy; PDPR discussions, Strengths and Employee Engagement]

To what extent have the actions achieved the desired outcomes?

[Achieved as far as possible in 8months, with further work on going and too early to evaluate]

What outstanding actions will need to be carried forward into the next action plan?
[Communications within teams around individual PDR/PRPR
Objective setting
Opportunity within PDR/PDPR project to educate communication around those objective settings being meaningful conversation
Individual responsibilities
Coaching for line manager on completion of PDR/PDPR
Mangement developement topics]

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Actions

Create protocol outlining range of measures to be taken when teams experience high demand and excessive workloads, (including the requirement for solutions

focused workshop discussions, and business case considerations when additional resources may be requested)

Share protocol with People Services colleagues

Reflection Activity

To what extent have the actions been achieved?

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To what extent have the actions achieved the desired outcomes?

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What outstanding actions will need to be carried forward into the next action plan?
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Actions

Share updated timeline and roadmap for systems integration project, to better manage expectations and ongoing requirement for current temporary solutions

Reflection Activity

To what extent have the actions been achieved?

It's got better but think there's still a long way to go

Don't think we've had specific updates from SLT but from IT pov we believe they're waiting for the Home Office to sign off on proposals but may have changed since then.

Timelines and updates have come generally through the source

Seen that Home Office have changed their position so not sure whether this will delay things further [Fire]

Are Police & Fire getting the same message? The above point hasn't come through on the source or via comms

We all are using the language 'I think'. There isn't clarity and the communications aren't clear, or consistent. Content between the source (NYP) and sharepoint (NYFRS) are not consistent.

What is our position? What do we need the home office to do? What are the timescales?

Anecdotally been told June next year - makes this really difficult to manage expectations of team members who need access to different systems

Also issue with licensing - people need different licenses

Some colleagues only have Fire access, some colleagues need 2x laptops to access each systems

Can create inefficiencies as you sometimes need to wait for others to get relevant info for you

Even when we can get access to both systems it's not easy. Often complications which again cause inefficiencies & frustrations

Can only get so far into NYP systems then gets thrown out

Difficult when people have different levels of access. As an NYP colleague it's difficult to support NYFRS colleagues due to different system usage, inability to "see what they can see"

Frustrating for operational colleagues too. Difficult to get hold of people when needed

Hardware barriers too. Need for appropriate tech (e.g. phones) to carry out our roles effectively

Having 2x email addresses (NYP & NYFRS) and sometimes people email the 'wrong' account meaning things can get missed

To what extent have the actions achieved the desired outcomes?

Can now combine NYP and NYFRS accounts via Teams but this hasn't been communicated clearly across the org

What outstanding actions will need to be carried forward into the next action plan?
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