Capacity & Skills Audit

Tender description

There are two distinct elements to the proposed work. Firstly, the Capacity Audit seeks the establish an Authority wide view of the capacity of staff to both undertake their roles, and contribute towards organisational transformation. Secondly, the Skills Audit aims to gain an understanding of the skills base of our organisation, thereby identifying the potential for staff to assist with pre-identified transformation projects, and to make evidence based assessments on the impact of backfilling roles or seeking additional capacity. There are two distinct elements to the work proposed. They are as follows: Capacity Audit This will seek to establish an Authority wide view of the capacity of staff to both undertake their roles, and to contribute towards wider organisational transformation. This will include: Outlining the full range of statutory functions undertaken by the Council, and identifying the optimum number of staff required to deliver these functions, and the actual numbers currently undertaking this work; Identifying the core (non statutory) business functions the Council continues to do, the optimum number of staff required to deliver these functions, and the actual numbers currently undertaking this work; An exploratory piece of work assessing the capacity within our organisation to support 3 key areas, namely the overall capital investment plan (Place), a service redesign project, and Social Work replacement system; and Identify resourcing models which can be used in order to determine staffing capacity for future projects. Skills Audit This will seek to gain an understanding of the skills base of our organisation, thereby identifying the potential for staff to assist with pre-identified transformation projects, and to make evidence based assessments on the impact of backfilling roles or seeking additional external capacity. The project will include: Identification of staff skills based upon our competency framework, or a pre-defined set of generic skills and job families; Identification of individuals who possess skills which could support the delivery of key transformation projects; and Identification of mechanisms, in conjunction with Trade Union colleagues, which could promote flexibility of staff to be deployed across traditional boundaries on a temporary basis in support of the transformation programme. It is expected that during the first phases of this work, the successful supplier should look at datasets, benchmarking with other authorities and use information already available in order to establish a sound methodology to be agreed by Council Officers.