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Employee engagement and wellbeing work stream board

Please find below a copy of the terms of reference for the civilian work force strategy, employee engagement and wellbeing work stream.

The civilian workforce strategy 2009 is to be progressed through five work streams. employee engagement and wellbeing is one of these work streams and is to manage the links between the projects and work streams and to streamline existing interfaces with the business.

Aim/ vision

The aim of this work stream is to create an inclusive and healthy working environment where our staffs are fully engaged.

The MoD believe this work stream has the potential to drive significant improvements in organisational performance if they draw the separate elements together into a more powerful ‘positive working’ piece.

However, PCS has concerns a number of concerns including the current impact of PRO9 cuts as well as a belief that improvements to organisational performance means clamping down on absence management.

Please direct any comments to either K C Jones at pcstlo@dst.mod.uk or Rob Bowers at robbowers@pppa.mod.uk

Terms of reference

Introduction

The Civilian Workforce Strategy 2009 will be delivered through five work streams. Employee Engagement and Wellbeing is one of these work streams and is made up of work we already have underway but have not previously brought together into a formal project structure. This work stream is to manage the links between the projects and work streams and to streamline existing interfaces with the business.

Aim/Vision

The aim of this work stream is to create an inclusive and healthy working environment where our staffs are fully engaged.

This is a long-term objective and we have a number of commitments that we must deliver on this year. Beyond that, this work stream has the potential to drive significant improvements in organisational performance if we draw the separate elements together into a more powerful ‘positive working’ piece.

Scope

This work stream covers the core Civilian Workforce i.e. permanent and casual civilian personnel, but excludes Trading Funds, Royal Fleet Auxiliaries and Locally Engaged Civilians.

Role and responsibilities

The work stream board is accountable for delivery of the work stream and overseeing progress across all of its component Projects.

The board is concerned with how policies and outcomes for which the work stream is responsible are to be achieved, and acts as the key day-to-day decision making body for work stream by:

 

  • monitoring progress - against a high-level work stream plan;
  • agreeing/quality assuring key work stream products - these will be process focussed and are concerned with work stream level plans and communications;
  • managing work stream-level risks;
  • managing work stream-level issues;
  • managing (inter) dependencies between the other work streams and this work stream’s Projects;
  • committing (or sourcing from elsewhere) resources across the work stream to enable the activities to be successfully achieved.

In order to undertake its role properly, the work stream board will focus on what can best be achieved at work stream-level and what issues should be managed at project level. Intervention at work stream level will only occur when issues are of such significance as to affect the success of the work stream. At the same time the board will assure itself that, where appropriate, issues are being escalated from projects.

Accountability

It is the responsibility of the Senior Responsible Owner (SRO) and work stream manager to assure the “health of the machine”, and ensure that the relevant component parts deliver their required outputs.

Each individual component of the work stream will have a Project Manager responsible for its delivery. All members of the work stream board have high level responsibility and are jointly accountable for their own component parts of the work stream, but have other people who will actually deliver it.

Work stream board meetings are to make sure that day-to-day issues are visible and managed, and that any patterns can be identified and solutions found. The SRO will make sure that the board takes the necessary decisions regarding the work stream and where appropriate will make the decision themselves.

The board is responsible to the CHRB for ensuring:

  • that proper work stream management disciplines are being adopted;
  • that the work stream is continuing to address the business requirements it was designed to fulfil;
  • that the work stream will deliver outputs which are acceptable to its end users.

Membership

The work stream board will have the following standing members:

  • Chair - the work stream SRO;
  • Work stream manager - who reports on progress overall;
  • Component project managers - who report by exception;
  • Key work stream stakeholders - i.e. those who are so important to the work stream’s success that they need to be intimately involved in the decision making processes, e.g. key delivery partners and trade unions.

Meeting frequency

The board will normally meet only when key decisions are required, that is, at, or near the points in time when:

  • Work stream phases or stages are starting or ending;
  • Critical work stream milestones are due;
  • Work stream products need to be signed off;
  • We need to agree updates for CHRB.


 

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