Workforce and Employment Highlights of our Achievements Support to employers and staff during workforce change


New ways of delivering public services are being planned within local authorities and across partnerships. This requires improved skill levels, flexible ways of working and options for managing significant change. Talent pools can be shared across authorities and sub regions to help retain skilled staff and reduce redundancies.


What we’ve done:


• created the facility for talent and redeployment pools to operate across councils, sub regions and regional levels


• access to discounted outplacement support services


• joint work with trade unions to establish free access to self employment advice


What next: More detailed support in planning workforce change will be available, as government proposals to introduce choice of provision develop, considering the impact of social enterprises, community and mutual organisations created from staff bids to run services.


The support we have received from North West Employers has been both wide ranging and invaluable. This has included advice about the organisational design of the Council in our formative years and the sharing of best practice and solutions in developing the capacity and culture of the Council and our workforce. We will certainly continue to work with and call upon the support of the team at North West Employers.


Erika Wenzel Chief Executive, Cheshire East Council


Supporting councillors as employers


Wigan has worked closely with NW Employers over the last few years and they provide independent support with the Chief Executive Appraisal process. It is important that members have the right support to undertake this important task and it has been really useful to have external facilitation from someone trusted within the local government family.


Lord Peter Smith Leader, Wigan Council


Transparent and robust processes to support decisions on the appointment and performance of the senior management are key to creating the appropriate leadership for the organisation and demonstrating public accountability.


What we’ve done: • supported 21 councils in chief executive appraisals


• direct support to 12 councils in managing chief executive appointment/chief officer and interim processes


• provided two learning events for district council leaders and chief executives on shared management arrangements


What next: Proposals for remuneration committees to report on their senior pay strategy, annual performance and organisation pay ratios are significant issues for this year.


8 Our year at a glance


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