Our people are the most important part of this strategy. Without them we simply would not be able to deliver services to our residents, businesses, elected members, staff and visitors.
Our Strategic Workforce Plan sets out why a talented and focussed workforce is critical for bringing the strategic priorities to life, and ensures the organisation delivers on its well-being objectives. It clearly outlines how we aim to help all our employees be the best they can be.
To deliver the change required, we have recently undertaken the largest restructure of the IT Division since the authority was formed in 1996. This was not just about changing branding, from an IT Division to the Digital Services Division – but requires a massive cultural shift across the entire organisation.
To ensure we have the right people with the right skills, we need to be clear on the delivery priorities for the organisation and ensure we have an organisational structure that can deliver. With the new DDaT profession clearly set out, we are now developing existing staff skills and capabilities through appraisals and training, whilst identifying gaps and actively recruiting new team members.
However, our people goes much further than the DDaT professionals. We recognise the need to drive a cultural shift around DDaT across the whole organisation, which will require strong leadership across all management layers. We aim to raise awareness and generate commitment by continually demonstrating the value of DDaT to service design to support areas including policy design and using data to make informed decisions.