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Strategy & EngagementService Plan 2017/18

April 2017(version 0.11)

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Introduction by Matt Barton, Interim Service DirectorWelcome to the 2017/18 service plan for the new Strategy and Engagement Service which was created on 1 November 2016 and brings together business improvement, equality and diversity, strategy and communications. This revised structure will better support Members and senior managers in undertaking their leadership and decision making roles within the Council and in the local community.

The service represents and engages with key stakeholders, including residents, partner organisations and the voluntary community and social enterprise sector (VCSE). It leads on high profile strategic initiatives such as the Devolution Deal, the arrangements for the Strategic Leadership of Cornwall, as set out in the Council’s 2016 Governance review, Fairer Funding for rural authorities, the development of a new ‘system wide’ Strategy for Cornwall, the promotion of Cornish as a recognised National Minority Group and the Council’s leadership approach across key policy areas as we commence the process of leaving the European Union.

The service advises and supports the organisation in providing business acumen in terms of strategic communications and engagement, policy oversight, equality and diversity, business and customer insight and intelligence, business planning, performance management and improvement in order that the Council and partners are focussed on achieving a clear and ambitious vision that delivers the best outcomes for Cornwall’s residents.

The service comprises:

Communications and Engagement: Delivers the revised Communication and Engagement Strategy and helps shape the Council’s priorities, support change and transition and ensures a strong positive profile for the Council.

Strategy, Policy and Intelligence: Leads on key strategic initiatives and partnerships related to Governance, Brexit, Devolution, Cornish Minority Status and Cornwall wide leadership. Work with teams across the organisation, the wider networks of public services in Cornwall, Government departments and key stakeholders to promote evidence based and outcome focused policy and strategy design and decision making.

Devolution: Strategic leadership in the delivery of the Cornwall Devolution Deal, development of new devolution areas and related strategic initiatives such as Brexit and Governance.

Equality and Diversity: Leads the Council in achieving against the Equality Framework for Local Government. Engages with public and voluntary community sector organisations to share good practice and develops cross sector approaches to initiatives to improve practice for Cornwall.

Business planning and performance: Develops the Council Business Plan, co-ordinates the development of service plans across 17 services areas, undertakes business insight activities to identify and opportunities to support continuous improvement of services.

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Where are we now?The political landscape is very different to just one year ago. The majority of the public, including Cornish residents, voted to leave the European Union and major changes are potentially ahead in relation to electoral divisions and numbers both at Cornwall Council and Westminster MP level. The Council elections will commence in May 2017 which could result in a different political make-up to that currently with new Cabinet appointments, Leader, Chair and Vice Chair positions.

Significant change programmes operating across Cornwall reflect changing funding landscapes and emerging policy on how public services can be delivered differently responding to resident and stakeholder feedback. The Cornwall Devolution Deal is changing the way services are delivered and recasting local and national relationships enabling greater local influence. The Sustainability and Transformation Plan is set to change the way that health and social care services are provided in Cornwall and it must be remembered that Cornwall Council is still facing several years of substantial real-term funding cuts. Such changes will present significant challenges across the public sector, galvanising the need for shared priorities, working together with partners, developing clear and aligned strategic priorities for Cornwall and working with Government to build on Cornwall’s Devolution Deal in relation to additional powers, responsibilities and fair funding.

A number of resident, staff and stakeholder surveys were undertaken in 2016 to enable the Council to better understand how the Council is perceived, what the Council is like to work with and to generate ideas on how it can work more effectively.

The residents’ survey identified that 49% of residents agreed that the Council was campaigning and standing up for Cornwall. 57% of residents were satisfied with the way the Council ran things, 36% of residents considered the Council provided value for money and 44% of residents agreed that the Council kept them informed about Council services. It also identified that 41% of people considered the Council treated them fairly. The staff survey identified that 81% of staff considered the Council treated them with fairness and respect in their jobs but this reduced to 69% for staff with disabilities and 77% for non-white staff.

The stakeholder survey generated a range of ideas and suggestions on how to improve communication and engagement with partners such as aligning collective work and efforts and involving stakeholders early in planning and decision making.

The Council has recently reviewed, and is in the process of strengthening its leadership, governance and accountability role by moving from three to four directorates. These changes have resulted in the appointment of a new Service Director and the bringing together of business improvement, equality and diversity, strategy and communications to create a new service. One of the challenges going forward will be the bringing together of these services as a whole ensuring that it meets the needs of its customers. The implementation of the Governance review will see further changes in the leadership and the role of members in the way the Council operates.

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What we have achieved in 2016/17In light of both the residents and stakeholders survey the Communications and Engagement Strategy has been refreshed with the support of a Local Government Association Peer Review. Consultation and engagement opportunities will be refined to support marketing and social marketing approaches to encourage behavioural changes and improve outcomes for local people. Community activities are being refreshed to enable greater audience reach ensuring that residents are informed and able to shape service delivery and Cornwall’s future. Achievements of the Communications and Engagement Team in 2016/17 include:

Producing the second residents survey circulated to 5000 residents. Piloting a stakeholder and member survey. Lead effective multi-agency communication responses to the BBC Panorama

Programme on Care Homes Delivered timely and effective internal communications on the senior manager

restructure. Contributed to the staff roadshows.

Since June 2016 Cornwall and the Isles of Scilly has taken a proactive approach to exploring the many implications that are associated with leaving the European Union. The Strategy, Policy and Intelligence team has supported the ‘Futures Group’ and led on a programme of policy ‘round table’ discussions with sector leaders and experts to provide an evidence based approach to understanding the risks and opportunities. It has convened leaders, hosted the Exiting the EU committee, written to senior ministers and influencers and worked with Members to ensure Cornwall is seen as a leading light and able to tackle the risks head on with a clear and well-rehearsed set of policy objectives. Achievements of the Strategy, Policy and Intelligence Team in 2016/17 include:-

Robust strategic leadership and programme management of the Cornwall Devolution Deal

Strong leadership and unified cross-sector response on the issue of Brexit resulting in significant national exposure and placing Cornwall at the forefront of the debate. This work has included supporting the Futures Group’s publication of the document ‘A Catalyst for Change’ setting out initial views about risk and opportunities posed by Brexit, vital activity to organise Committee and Secretary of State visits and corresponding with significant national influencers and decision makers.

Delivery of the Governance Review External Group process, including leading on the development and implementation of arrangements for Strategic Leadership of Cornwall.

Coordinating the Council’s response to the Council of Europe 4th Opinion on the UK Government’s role in relation to the Framework Convention and supporting the Cornish Minority Steering Group to deliver its action plan.

Delivery of the Syrian Vulnerable Persons Scheme and agreed handover programme to the Commissioning Team for Children and Families Team from 1 April 2017.

Supporting and developing the role of the Cornwall Executive Group. Providing regular policy insight and special policy briefings and advice for key

events and significant strategic priorities. Decommissioning of the infrastructure grants and agreements through the

Transformation Challenge Award (TCA) project, developing a sector support offer,

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information, advice and guidance (IAG) transformation project, a time credit proposal and working with the VCSE to develop placed based pilots.

Decommissioning the TCA project and mainstreaming its work.

There has been mixed public perception around the equality and diversity agenda which has led to some negative reputational impacts on the Council. This, together with an ever changing community that is becoming more diverse and the need to ensure services are delivered in ways that meet changing needs and aspirations represents a significant challenge to the Council. In response to feedback, the Council is working towards the ‘Excellent’ level of the Equality Framework for Local Government and is preparing for a mock assessment this year with a full assessment in June 2018. Achievements of the Equality and Diversity Team in 2016/17 include:-

Gap analysis against Equality Framework for Local Government Excellent Level. Set up and facilitation of Employee Disability Forum for Cornwall employee. Facilitating Cornwall wide Equality Objectives Working Group to develop a new

set of equality objectives for Cornwall. Pre-candidature work including engagement at Councillor Fair. Development of Managers Equality and Diversity e-learning. Contribution to visit of the Advisory Committee from the Council of Europe

reference the implementation of the Framework Convention for the Protection of National Minorities – Cornish and Gypsy Roma Traveller.

Development of a Cornish Minority Equality Objective for Cornwall council, with partners from Cornish interest groups.

The Business Improvement Team have made significant progress in developing an integrated approach to business planning and reporting to enable the Council to have oversight of its strengths and weaknesses. Achievements of the Business Improvement Team in 2016/17 include:-

Development and implementation of the Council Performance Framework that integrates performance, risk, financial and project information across the organisation.

Introduction of “live” reporting for Council’s Leadership Team Development of Assurance process for the Council’s Statutory functions. Development of Interim Business Plan for the Council and co-ordinating of

service plans, including embedding workforce planning into service plan development and ensuring robust delivery plans are in place.

Review and develop the Council’s Risk Management Policies and Procedures. Member and officer training in performance management arrangements.

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What are the major development activities for 2017/18?The Strategy and Engagement Service takes direction from the Council’s Strategy, Business Plan, organisational development and equality and diversity frameworks.

The service supports the delivery of all the Council’s eight strategic themes with a particular role in leading and delivering on the following aims:

Ambitious Cornwall Engaging with our communities Efficient, effective and innovative

In May 2017 local elections will take place across Cornwall. It is likely to be a change in the current political landscape to which the Council will need to adjust and adapt its working to support a new Cabinet, Chairman, Vice Chairman and Leader of the Council and also implement the recommendations of the Governance Review Executive Group (GREG) report.

A key action of the service is to work with partners in developing a Strategy for Cornwall that aligns collective work and efforts across Cornwall. This initiative will allow objectives to be shared to improve service effectiveness through partnership working. Alongside the development of the Strategy for Cornwall the service will lead on integrated business planning and performance management across the Council that responds to our residents (place based), strengthens decision making and supports the ambitions of the new Council. In addition, it will review the business planning framework and the way in which the Council uses business evidence and insight in order to support decision making.

To ensure that the Council is efficient, effective and innovative the Council has developed an organisational development (OD) framework that provides for:

confident and capable workforce effective and enabling systems and processes prioritised and proportionate resources aligned and understood strategies

These strategies aim to ensure that robust business planning performance management and improvement, consistent, excellent, innovative and cost effective communications and engagement and equality and diversity principles are embedded across the Council ensuring that the resident’s voice is at the forefront of everything we do. The Service leads on the development and implementation of the Communications and Engagement Strategy within the OD framework.

Understanding the scale of change facing Cornwall, particularly in light of Brexit and integrating services across the public sector is key to ensuring Cornwall remains resilient to change. There are a number of strategic place based initiatives that taken together will have a fundamental impact on the communities of Cornwall; Brexit, Governance, Devolution and the Industrial Strategy. In addition, the Service will lead and work with key networks and policy ‘think-tanks’ such as the New Local Government Network, to secure fairer funding for rural authorities, enabling opportunities and

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risks to be identified in order to optimise and safeguard Cornwall’s interests, ensuring that decisions about Cornwall are made in Cornwall through an enhanced place based governance model that provides greater accountability and visibility. Through all of this activity the service will continually check that it is properly assessing the impact on people, place and prosperity.

Under the Equality Act the Council has a legal duty to eliminate unlawful discrimination, harassment and victimisation, advance equality of opportunity and foster good relations between different groups of people. To support these obligations the Council is leading on a whole organisational programme of change to effect improvement on how it engages with and improves the experience of all sections of its communities and workforce and aims to achieve ‘excellent’ under the Equality Framework for Local Government. In addition, the service will continue to raise awareness of equality, diversity and human rights through information sharing and events internally and working through its work with external partners.

The service will support the development of a new range of commissioned services by grant or competitively tendered with the voluntary, community and social enterprise sector. Such delivery will help to create more resilient communities and improve access to debt and welfare services for residents.

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How the service is structuredThe Service, which leads on a number of strategic initiatives, is split into two ‘specialisms’; Strategy and Business Planning and Communications and Engagement. Both services work across the whole Council to support policy development.

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The Service develops self-serve frameworks, toolkits, advice and guidance and facilitates expert networks across the organisation to develop and embed common ways of working, through:-

Policy Officers

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Intelligence and Insight Business Planning and Performance Communications and Engagement Equality and Diversity

In addition, the Service will bring in additional resources as and when necessary. This may be through secondments, partnership working and/or fixed term (grant funded) positions.

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Resources Workforce:

The core functions and responsibilities of the Service were defined in November 2016, as part of a wider review of the leadership and capacity of the organisation. Prior to this, the various functions were being carried out in other services and employees carrying out those functions moved over to the Strategy and Engagement Service between November 2016 and April 2017.

Establishment numbers

Service Director and PA 2

Strategy and Business Planning 19

Communications and Engagement 30

Total 51

The workforce of the Strategy and Engagement Service needs to be dynamic and flexible in terms of its approach and have the required knowledge to provide “expert” advice and guidance across the Council to enable excellent policy development to ensure the Council is compliant in terms of procedure and legal responsibility.

One of the key tasks in the first quarter of 2017/18 will be to review how the new Service operates in light of changing roles and responsibilities. Key to the continued functioning of the service is the need to maintain and grow the workforce by providing work experience opportunities and training in order to support future service delivery of the following:

New digital channels of communication Place based planning and performance Business insight and intelligence Research and horizon scanning Political awareness Business improvement Transparency and reputation Change management Nudge theory and other behavioural change methodologies Ensuring the strategy and engagement service provides an effective service

across the wider systems leadership context of Cornwall

As the service is relatively new, workforce and succession planning will be a key deliverable in 2017 and clear induction and training programmes will be developed to support a strong, cohesive and forwarding thinking service.

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Delivery PlanHow will we know we are there?Council wide performance measures

The following performance measures have been set by the Council in its 2017/18 Business Plan in order to measure how we are engaging with our communities.

There are a significant number of service based initiatives across the Council that contribute to improving performance in these areas, including those that the Strategy and Engagement Service Lead on (as outlined below).

We work with other Services and our partners on those initiatives and are responsible for monitoring the Council’s performance against the targets. Performance is monitored through our Annual Stakeholder Surveys and we will be developing engagement mechanisms to measure progress through the year.

Our Performance targets for 2017/18 Increase the percentage of residents who agree that the Council is campaigning and standing up for Cornwall from 49% in 2016 to at least 60% Increase the number of residents that are satisfied with the way that the Council runs things from 57% in 2016 to at least 60% in 2017. Increase the percentage of residents agreeing that we keep them informed about the Council services and benefits provided from 44% in 2016 to at least 52% this year. Increase the number of residents that think the Council provides value for money to 36%

Strategy and Engagement Service priorities

Grey highlight = Business Plan priority

Our priorities (aim/objective)

Evidence Outcome Performance Risk Lead

Quarter 1 Quarter 2 Quarter 3 Quarter 4

Ambitious Cornwall (Council Strategy Theme)1 By understanding the

scale of change facing Cornwall, for example post Brexit and integration of our public services, develop with our partners a Strategy for Cornwall which will ensure we are working together for the residents of Cornwall

GREG recommendations and stakeholder survey identified that aligning collective work and efforts with the Council and partners towards shared objectives could improve the effectiveness of working in partnership.

Collective work and effects across the public sector are aligned to support effective partnership.

Agree scope for the development of the Strategy with the Cornwall Executive Group and partner organisations.

Understand and map the current strategies impacting on Cornwall, identifying hierarchies and any tensions that need to be managed.

Implement plan set detailed milestones once scope approved.

Insufficient system leadership capacity and commitment to a truly ‘system owned’ strategy.

Cornwall Council and its public sector partners will fail to align to deliver savings and efficiencies for the benefit of Cornwall.

See Strategic Risk – Public Sector Collaboration

Matt Barton/Lorna Fish

2. Build on our Devolution Deal, by negotiating additional powers and responsibilities for Cornwall to help us implement our strategy

The Cornwall Devolution Deal is delivering well against targets and has robust programme management structures in place. The programme has expanded with the inclusion of

The Cornwall Devolution Deal will be making an impact on the ground. The impact on people, place and prosperity will be actively evidenced across the programme.

Accountability mechanisms of the Devolution Monitoring Board strengthened through new programme management tools.

12-month Communications Plan with ministerial visits developed in order to maintain the profile of Devolution Deal.

Links between the programme and the Sustainability and Transformation Plan strengthened

Work of the Governance Review Group supported to ensuring that further devolution is possible.

National political change of direction.

Brexit process does not include local authorities.

Lack of resources in a growing agenda.

Steve Ford

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business rate retention with a number of additional areas are currently with Government for consideration

3. Work with the County Councils Network in campaigning for fairer funding of rural authorities

The principle of fairer funding for Cornwall was inherent in the Case for Cornwall. While good progress has been made in areas such as 100% business rate retention, the overarching principle of fairer funding has not advanced significantly since the Cornwall Deal was signed in 2015.

That Cornwall, relative terms, is not unduly penalised in terms of its funding settlements compared to urban areas.

A comprehensive ‘ask’ developed to include principles of fiscal neutrality as part of the business case.

Devolved fiscal settlements developed following work with existing organisations (Manchester New Economy) with experience of assessing area based expenditure and taxation.

Outline idea presented to the Devolution Monitoring Board

Cornwall’s MPs consulted and engaged.

Secretary of State for Communities and Local Government engaged.

Lack of resources to commit to developing the business case.

Political resistance to the principle of ‘equalisation’.

Major focus on larger metropolitan areas such as the Northern Power House or Midlands Engine.

Brexit will take up significant amount of Government resources so may not be seen as a priority.

Risk that this issue could get conflated with post 2020 funding.

Matt Barton

4. Lead on the Council’s approach to the Framework Conversation for National Minorities

The recommendations of the Council of Europe 4th Opinion in respect of Government role in support of the Cornish as a national minority are implemented. There is an increased local understanding of the scope and purpose of the Framework Conversation for National Minorities so that there is a common understanding regarding what can, and what cannot, be achieved through the recognition of Cornish.

A clear response to the CofE 4th opinion report agreed and actioned.

Future action plan to be determined.

Matt Barton/Steph Vandike

5 Implement key recommendations from the Governance Review in respect of Cornwall’s Strategic Leadership

GREG review The Cornwall Leadership Board concept is developed and implemented with broad support. Clear focus and purpose with a workplace for its first year.

Views regarding the proposed Cornwall Leadership Board collated from the Cornwall Executive Group, Devolution Deal Monitoring Board and Council Leadership Team.

Proposals developed with Members and partners and taken to Council for formal consideration.

First meeting of Board subject to approval

Terms of reference formalised.

Board providing local leadership and engaging with Government over issues including the Cornwall Strategy, Brexit positioning manifesto and future

Dependent upon support of partners and members.

Risk that new administration could support a different approach.

Matt Barton/ Philippa Dowling

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Draft Terms of Reference developed.

Horizon scanning maintained to ensure cognisance of national governance landscape.

above. devolution.

6 Deliver a “positioning” manifesto for Cornwall as the UK leaves the EU

Evidence based approach to understanding the risks and opportunities of Brexit working with Cornwall’s Futures Group.

A detailed statement setting out Cornwall’s significant policy issues.of organisations.

Members, partners and stakeholders engaged following local elections.

Clear response developed and risks/opportunities identified.

Project with the LEP on EU migration impact on Cornwall’s Economy co-commissioned.

Collective wisdom from policy experts across a wide range of organisations collated.

Manifesto setting out Cornwall’s position in respect of significant Brexit policy issues developed. (Devolution asks).

N/A Limited team capacity and key personnel leaves in Autumn 2017.Data/intelligence remains a gap across some of the policy areas. The team does not have the capacity or expertise to plug these gaps, this need to be considered urgently given the ambitious timescale proposed for the proposed manifesto.

Matt Barton/Charlotte Morgan

Engaging with our communities (Council Strategy Theme)7. Support the

development of a new range of commissioned services by grant or competitively tendered with the voluntary, community and social enterprise sector to support more resilient communities and improve access to debt and welfare services for residents.

Surveys and engagement with VCSE, published as evidence base in Transformation Challenge Award (TCA) Group on Knowledge hub

A business improvement programme for information and support, focusing initially on services for people with debt and welfare problems.

Place-based pilots to demonstrate collective impact.

Commissioning improvements, through a development programme for commissioners across Cornwall’s public sector and a commissioning toolkit.

TCA work streams within Council ‘Business as Usual’ and tendering of new VCSE services supported and embedded.

Mobilisation of commissioned new services supported.

Evaluation and research element of the place based pilot led by the Localism Service (Neighbourhoods Directorate)

Review of project 1 (Information, advice and guidance) and development with project team and other commissioners of commissioning strategy for IAG Debt and welfare commenced.

Place based pilot fails to deliver the anticipated results based on the pilot area

CAB funding is not agreed for 18/19 and buy in form other commissioners across CFA is not agreed

Provider market failure – unable to appoint a provider due to poor tenderer/ commissioned activity responses

Matt Barton/Donna Peverley

8 Support the refresh of the Localism Strategy to reflect the community resilience and place agendas, and in line with the refreshed Communications and Engagement Strategy.

Evidence based approach to understanding the risks and opportunities of Brexit working with Cornwall’s Futures Group, using the evidence compiled by the Social

Localism Strategy refreshed and adopted by Council.

Workshop for Organisational Development and Localism convened to consider the scale of the refresh required.

Draft document for consultation delivered.

Members, partners and residents stakeholders engaged following local elections on the revised strategy

Refreshed Localism Strategy adopted by Cabinet.

Refreshed Localism Strategy.

Dependent on member and partner support

Ownership of this strategy remains an issue

Data/intelligence remains a gap

Matt Barton/ Donna Peverley

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cohesion working group’s “bill of rights” and cohesion in Cornwall work

across some areas of evidence. However there maybe capacity to use some Public Health analysts’ time to create bespoke evidence base

9. Enhance the Council’s ability to communicate effectively with all residents, service users, members, staff, stakeholders and others beyond Cornwall in line with the refreshed Communications and Engagement Strategy

The Governance Review, LGA Communications Peer Review, along with the 2016 resident, staff, stakeholder and member surveys all identified limitations in the Council’s ability to communicate effectively with impacted negatively on reputation and trust in the Council.

Consistent, excellent, innovative and cost effective communications services which increase awareness of the Council’s services.

Enhanced reputation, trust in Council decisions and understanding of our role, including the need to reduce demand for service in light of the continued pressures on budget.

Enhanced understanding of the factors impacting on the perception and reputation of and trust placed in Cornwall Council.

Ongoing coordination, monitoring and forward planning of proactive and reactive communications advice and support to Cornwall Council and Cornwall partners.

Review the impact of respective communications channels and use of campaigns and other interventions to convey Council messages.

Introduce evaluation metrics of strategic and reactive communication and campaign activities.



Review evaluation metrics of strategic and reactive communication and campaign activities and respond accordingly.


Confusion about the extent to which all communications activity should be led by the centre or by services.

Group of companies communications activities are difficult to influence.

The local media continue to portray Cornwall Council in a negative light.

Head of Communications and Engagement

10. Enhance the Council’s ability to engage all residents, service users, members, staff and stakeholders and others beyond Cornwall effectively and at the right time, in line with the refreshed Communications and Engagement Strategy and the Localism Strategy

2016 resident, staff, stakeholder and member surveys all identified concerns with the Council’s ability to engage effectively and at the right time.

Enhanced trust in Council decisions and understanding of our role as those engaging with us recognise that their voice is heard and their concerns are acted on.

Create and implement 2016/17 Engagement and Consultation plan, specifying high profile events and campaigns as well as including development of associated infrastructure/ways of working for Cornwall Council.

Inform approach to Cornwall Council’s Insight Plan which will set out link between surveys and other feedback mechanisms.

Consider introduction of a light touch stakeholder account management framework .

Introduce evaluation metrics of consultation, engagement and campaign activities.

Implement Engagement and Consultation plan for Cornwall Council.


Review consultation and engagement channels and guidance to the organisation.


Link and interface with Customer Access Programme and Insight gathered by other services needs to be managed.

Decision making processes may not be ready to receive feedback from engagement consultation channels.


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11.

Provide high impact design and print services to produce high quality and value for money design services and products, including print and animations, in line with the refreshed Communications and Engagement Strategy.

Provision of design and print services in order to communicate key public service information and to improve our ability to engage residents, staff, stakeholders and members.

A range of visual and other products which enhance understanding of our role and the reputation of Cornwall Council and which encourages engagement of a range of audiences including residents, staff, stakeholders and members.

Review and establish the full capacity of the function against the demand of the organisation.

Consider and scope the opportunity for further income generation, for example providing design and print services to external customers.

Ongoing delivery of design services products, including print and animations.



Demand continues to exceed the capacity to supply.

The impact of the IT investment plan on systems and software used by the service needs to be considered.


12 Implement high impact campaigns plan in association with relevant partners to change behaviour and/or reduce demand for services

Centrally coordinated campaigns targeting specific groups or service issues have proven to be more effective at behaviour change and/or reducing demand for services.

Achievement of specified campaign objectives.

Increased expertise at delivering targeted campaigns resulting in desired behaviour change and/or reduced demand for services.

Delivery of campaign plan milestones

Introduce metrics to evaluate campaign activities.

Delivery of campaign plan milestones.


Review and refresh campaign plan in light of evaluation metrics.


Capacity to deliver campaigns centrally is limited.


Efficient, effective and innovative (Council Strategy Theme)13. Embed business

planning and performance management across Cornwall Council, developing place based business and service plans that are based on evidence, respond to the needs of our stakeholders and are customer focussed and support the delivery of the Council Strategy.

To manage these challenges and opportunities we must have a clear understanding of our organisation, people, systems, processes, strategies, resources, strengths and weaknesses. We must also support the organisation to plan, deliver, listen and learn from the insights we gather through the course of our work.

There will be alignment between our strategies, plans and performance arrangements

We will have integrated business, financial and workforce planning

We will have improved officer and member engagement

Ensure that the appropriate arrangements are in place to support senior officers and Members with their performance roles.

Develop and implement ‘public’ facing performance reporting

Develop and agree business planning framework

Develop and agree new performance reporting arrangements for SLT’s, CLT, Committees and Cabinet

Research and pilot place based planning approach in 2017/18

Further milestones to be agreed when framework approved.

Develop and implement common ways of working, supported by fit for purpose systems, tools, guidance and training

Develop robust arrangements to monitor the delivery of our plans

Lack of corporate buy-in, service priorities take precedence

Disparate structures and systems, may not have the capacity to support the change

Sue Day

13 Lead on the development and co-ordination of customer and business insight and improvement activity to ensure evidence based strategic direction.

Continuous improvement of the organisation is critical to the Council’s efficiency and effectiveness. Whilst we need robust corporate processes to help us deal with major challenges, such as

We will be supporting decision making by ensuring we have robust performance information and analysis

Ensure that the right information is reporting into the right place and in the right way

Develop an overview of how the council is performing and improving

Lead on an Insight Plan to coordinate survey and insight activity, linking with other feedback and insight mechanisms and joining up analysis to inform Council decision

Develop and implement common ways of working, supported by fit for purpose systems, tools, guidance and training

Identify opportunities for linking and sharing insight across the

Using our business planning and insight to identify business improvement and change priorities

Support services to implement improvement activity

Lack of corporate buy-in, service priorities take precedence

Disparate structures and systems, may not have the capacity to support the change

Sue Day

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cuts to our government grant, and major opportunities, like the Deal for Cornwall and maximising the benefits of European funding, we need corporate processes which are simple, fully understood and well supported.

Improved organisational effectiveness

Improved corporate processes and support services

Listening, learning and improving

making

Explore partners Cornwall who may be able to provide evidence and insight services.

organisation

14 To lead a whole organisation programme of change to effect improvement in how we engage with and improve the experience of all sections of our community and our workforce and will work towards the achievement of the excellent level of the Equality Framework for Local Government (EFLG)

As a public authority, Cornwall Council has a legal duty to:

Eliminate unlawful discrimination, harassment and victimisation;

Advance equality of opportunity and;

Foster good relations between different groups of people.

Cornwall Council currently has a mixed public perception around the equality and diversity agenda and this has led to some negative reputational impacts.

Achievement of the ‘Excellent’ level of the Equality Framework for Local Government, which will help to provide the right structure going forward to ensure the Council continues to be compliant with the Equality Act and meets the Public Sector Equality Duty.

Facilitate peer assessments and reviews, and implement improvement plans in order to achieve Excellent level EFLG

Develop Cornwall Wide Equality Objectives

Implement an action plan to ensure retention of the Disability Confident accreditation.

Ensure compliance against the Framework Convention for the Protection of National Minorities

Gap analysis against the Multi-Agency Hate Crime Protocol, and develop Council policy and e-learning.

Implement an employee equality and diversity group in response to the Employee Survey.

Participate in community events & organise awareness raising events.

Implement equality and diversity e-learning packages.

Improve the experience of Transgender employees and users of Council services.Develop equality and diversity PDS objectives

Achievement of at ‘Excellent’ level of the EFLG

Cornwall Wide Equality Objectives will have been formally signed off

Retention of the Disability Confident accreditation

Compliance against the Framework Convention for the Protection of National Minorities

Fulfilment of our obligations against the Multi-Agency Hate Crime Protocol

Improvement in Employee Survey results

Engagement with the community on a variety of topics will have been achieved

New e-learning packages on a variety of topics will be in place.

The Council will have a Transgender Policy and Transgender Awareness training in place.Equality and diversity PDS objectives for employees and managers will be in place.

There are significant risks if the Council does not have a clear plan setting out its direction of travel. These are :

Internal and external engagement could be lost, to reinvigorate this and provide the push to reinstate would be far more resource intensive.

Service delivery could decline if clear direction isn’t given.

The Council’s reputation could be damaged; the Council has suffered from negative press on equality and diversity issues and the Council needs to be giving a strong commitment to this agenda.

Resources and funding are reducing significantly and communities are constantly changing, to reduce the risk of challenge and delays in implementation, consideration of the protected characteristics, rurality and socio-economic is essential.

Gail Bishop

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Risk of Judicial Review.

15 Development of the new Strategy and Engagement Service and implement outcomes of Support Services Review.

The Council is undertaking a review of its support services which will include the Strategy and Engagement Service.

Services that are “Fit for purpose now and ready for the future”

Strategy and Engagement Service created.

Ways of working together and operation across the Council reviewed.

Outcomes of support services review embedded.

Roles and responsibilities reviewed and embedded.

Workforce and succession planning work plans developed

Outcomes from GREG report implemented.

CapacitySkill gapsLow staff moraleDisjointed service delivery

JessieHamshar

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