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Strategic Plan 2016-21 - update

Acas Strategy 2016 - 2021 How we are developing to meet changing customer needs

Like any successful organisation, Acas is adapting and has put its customers at the centre of a programme of development to help meet its ambitious vision for 2021.

Recent changes at Acas build on the successful introduction of Early Conciliation; the development of a social media presence; and the increasing use of the Acas website. They also complement behind the scenes developments such as updates to our own technology and systems, a new learning and development strategy and the introduction of a reward and recognition scheme for Acas staff. 

Other areas of work during the year have included:

  • A focus on sharing knowledge and best practice between conciliators who work with individuals and employers facing an employment tribunal, which has helped to resolve an increasing proportion of cases more quickly; and 
  • Pilots to different approaches to deal with helpline calls such as changing the helpline opening hours so that more advisers are available when callers need to speak to them. 

There are some upcoming changes due to take place in 2017/18, which will also benefit customers:

  • Instead of running our national helpline from 11 locations, over the next 18 months, we are going to concentrate the helpline service within larger teams at Glasgow, Newcastle, Manchester and Nottingham.  This will support greater collaboration between colleagues, make it easier to train advisers and readily share their expertise; 
  • Acas staff in the offices where there will no longer be a helpline are being trained in conciliation to apply their skills and knowledge to support users of this service more efficiently; and   
  • Acas will have a single presence in the North West in line with other regions and by March 2018 will have closed its office in Bootle and concentrated all its services and staff for the North West in Manchester. We are supporting all our affected staff in Bootle for the move to our bigger office in Manchester. 

Acas has consulted extensively with trade unions and involved people across the organisation in planning and taking forward these changes, which will offer new opportunities for Acas staff.  We looked closely at diversity issues to ensure that Acas continues to maintain a diverse and inclusive workforce. 

The coming year will see implementation of many of the planned changes and a renewed focus on developing and improving the digital interface with customers to meet expectations in the 21st century. Already proud of the customer experience which it offers and of the economic impact of its work, Acas will continue to strive for yet further improvement.