You said, we did

Pay and workloads

Improving fairness and recognition:

• Over 900 managers have completed Key Conversations training. This helps them have consistent and meaningful discussions about performance, development and workload.
• We’re refocusing the Performance Engagement process, with a formal relaunch planned for September 2025.
• We’ve set up a Strategic Resourcing and Workforce Planning function. This makes sure the right people are in the right roles, helping to reduce pressure and share workloads more fairly.
• We’ve run successful recruitment campaigns to fill critical gaps. This eases pressure on staff and improves team balance.
• We’ve reviewed and adjusted agency rates to align with permanent staff packages.

Change management and engagement

Supporting staff through change with clarity and care:

• Over 200 leaders and managers have taken part in Managing Change workshops. More are joining each week.
• We’ve launched the Future Ready programme to help staff build resilience and adapt to change.
• Our Change Influencer network now has 212 members, with strong representation in Adults Services.
• Change Partners are now part of People Services. They support transformation projects by helping staff understand changes, offering tailored support and clear communication, with a human touch.

Leadership effectiveness

Building confident, capable leaders across the council:

• The Leading Lancashire Framework is now part of recruitment, training and policy. It helps create a shared understanding of good leadership across services.
• The Managers Journey programme has delivered over 1,500 training days.
• We’ve launched a Leadership Behaviour Assessment tool. 62% of staff have taken part, with a 91% effectiveness score.
• Our April 2025 pulse survey focused on how leaders give and receive feedback.

Tackling bullying, harassment and abuse

Creating a safe and respectful workplace for everyone

• We’ve introduced a zero-tolerance policy, led by Director-level Senior Responsible Officer J. Edwards. This sets clear standards and ensures incidents are dealt with consistently.
• We’ve run a corporate EDI survey and held targeted focus groups to guide future action.
• Our July 2025 pulse survey focused on bullying, harassment and abuse.
• We’ve delivered training and support through Policy Essentials workshops and tailored wellbeing sessions.

Leadership effectiveness

• Heads of Service are taking part in “back to the floor” sessions and visiting depots.
• Leaders are regularly joining team meetings and site visits.
• We’ve set up feedback channels, including inboxes and QR codes.
• Cross-department meetings and drop-in sessions are planned.
• We’re promoting leadership training and encouraging staff to take part.

Change management and involvement

• We’re using team meetings, Q&A sessions and Staff Voice Groups to gather feedback and shape changes.
• Staff are involved in planning and restructuring services.
• We’re looking at career progression and tackling barriers.
• SharePoint and Future Learn are now integrated to improve access to information.
• ICT upgrades and updated processes have been rolled out.

Pay and workload

• We’re reviewing staff capacity and how time is used.
• We’re exploring tools like CoPilot and automation to improve efficiency.
• Fixed-term staff are being offered training and support for professional development.
• Annual performance reviews and one-to-one meetings are used to assess workloads.

Tackling bullying, harassment and abuse

• QR codes and anonymous reporting tools are now available in Facilities Management and Property teams.
• Newsletters and guidance have been shared in Facilities Management and Public and Integrated Transport.
• Workshops and masterclasses have been held in Environment and Climate, and Population Health to address bullying and harassment.
• We’re focusing on abuse from the public, especially in transport and reception roles.
• We’re working with frontline teams to understand the challenges and develop practical solutions.

Change management and involvement

• We’ve introduced Staff Voice Groups at both local and countywide levels to improve communication.
• Whole-service events are held every quarter, with open Q&A sessions.

Leadership effectiveness

• Over 320 managers have taken part in the corporate manager training programme.

Pay and workloads

• A targeted recruitment strategy launches in October, including events, social media campaigns and talent pools.
• Career grades are being explored to help retain staff.
• We’ve expanded apprenticeship routes, including Level 2 and 3 customer service apprenticeships and care leaver apprenticeships in Family Hubs.
• Qualifications and training are now mapped to roles to support career growth.

Change management and involvement

• We’ve refreshed the Staff Voice Forum with team representation.
• Listening exercises have been held to support service improvements.
• Laptops have been rolled out to dispersed care settings to improve communication.
• We’ve run recruitment sessions for Change Influencers and created a dedicated Teams channel.
• Staff feedback has been used to shape business and service plans.

Leadership effectiveness

• Managers are being supported to complete Key Conversations training by March 2026.
• Extended supervision sessions have been introduced to strengthen leadership.
• Senior leaders are increasing their visibility through office visits.
• Appraisals have started with senior managers.
• A new leadership structure is in place, including three new Director roles.

Tackling bullying, harassment and abuse

• We’ve provided guidance to help staff understand the difference between harassment and management instruction.
• Managers have been trained on policies and workplace culture.
• Specific concerns have been investigated, improving communication.
• Awareness is now part of induction and training.

Pay and workloads

• Workforce redesign groups have been launched to help manage caseloads and improve staff retention.

Change management and involvement

• Staff forums and voice groups have been set up to encourage meaningful feedback.
• Structured meetings and workshops are held to discuss service demand and ways to improve.
• Staff are actively involved in planning services and developing systems.
• We’ve improved communication tools in consultation with Staff Voice Groups to make change processes more transparent and inclusive.
• Bespoke events have helped staff build resilience and prepare for change.
• All People Services managers have attended Future Ready workshops.

Leadership effectiveness

• Leaders are more visible and appraisal processes have been strengthened to improve communication.
• Leadership values are now embedded to support career development and accountability.
• We’ve introduced feedback channels and recognition schemes to promote positive leadership behaviours.
• Most managers have completed the Leadership Behaviour Assessment.

Tackling bullying, harassment and abuse

• Safe spaces and named contacts are available for confidential reporting.
• Staff have structured opportunities to share experiences, including anonymous options.
• Briefings and training sessions raise awareness and explain how to get support.
• Clear protocols are in place for escalating inappropriate behaviour from customers.
• Leaders are taking a proactive role in preventing and addressing concerns, reinforcing standards and accountability.

Pay and workloads

• Governance structures are in place to manage workload demand based on available resources.
• We’re reviewing workloads to make sure they’re fair and sustainable.
• Recruitment strategies have been refined to focus on key roles and improve retention.
• Apprenticeship and career pathways have been expanded to support workforce development.