PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN IRELAND

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1 PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN IRELAND DRAFT JULY 2011

2 PEOPLE AND ORGANISATION DEVELOPMENT STRATEGIC FRAMEWORK FOR LOCAL GOVERNMENT IN NORTHERN IRELAND CONTENTS Page No. STRUCTURE OF THIS FRAMEWORK DOCUMENT 1 INTRODUCTION 2 SECTIONS 1 THE STRATEGIC FRAMEWORK 4 2 THE STRATEGIC PILLARS IN DETAIL 6 Leadership 6 Performance Culture 8 Employee Relations 10 Pay and Reward 12 Talent Management 14 Learning Organisation 16 3 DETAILED GOALS AND ACTION PLANS FOR YEAR ONE 18 4 MANAGING THE STRATEGIC FRAMEWORK 28 APPENDIX 1 BACKGROUND AND PROGRESS TO DATE 30

3 STRUCTURE OF THIS FRAMEWORK DOCUMENT This document details the Strategic Framework set out in the following format:- INTRODUCTION Objective of the Strategic Framework Consultation Strategic Context Supporting the Strategic Framework Section 1 THE STRATEGIC FRAMEWORK The Purpose of this document. Vision for what the Strategic Framework will achieve. Objective of the Strategic Framework. The Strategic Pillars which underpin the delivery of Strategic Framework. Figure 1 which sets out the structure and context of the Strategic framework. Section 2 THE STRATEGIC PILLARS IN DETAIL set out as follows:- Strategic Goal ie overall outcome to be achieved. Why? Why work under the pillar is of importance. How? How the Goal will be achieved. Benefits for example to the Local Government Sector, individual councils, members of staff and customers. First Year Goals to be achieved. Key First Year Actions to deliver on the Goals. Section 3 Section 4 APPENDIX 1 DETAILED GOALS AND ACTION PLANS FOR YEAR ONE MANAGING THE STRATEGIC FRAMEWORK BACKGROUND AND PROGRESS TO DATE The next section gives a full introduction to the Strategic Framework in terms of the Objective, Consultation, Strategic Context and Supporting the Strategic Framework. 1

4 INTRODUCTION Objective of the Strategic Framework The objective of this Framework is to provide a route map to enable Local Government to develop its most valuable resource in a changing environment and ensure the ongoing provision of excellent services which are responsive to the needs of local communities. The Framework also provides a common platform for workforce development across the sector and supports individual councils in the achievement of objectives as detailed in their Corporate Plans. The Framework has been developed as a partnership arrangement between the Local Government Staff Commission (LGSC), the Society of Local Authority Chief Executives (SOLACE) and Public Sector People Managers Association (PPMA) as a sector-wide action plan for the people aspects of reorganisation and change. Consultation This Draft Strategic Framework is being circulated to councils and other key stakeholders for consultation. Some early implementer activity has already taken place (see Appendix 1). Following consultation the Framework will be amended as appropriate and fully implemented with effect from January Strategic Context Changing Local Government Environment and Culture In addition to the current economic pressures local government will also face substantial changes in the years ahead in the delivery of the reform and modernisation agenda. Utilising Resources The ongoing difficult economic climate will result in continued pressure on the resources available to councils for the delivery of services. This pressure will require councils to continue to review, in partnership with trade unions, the effective deployment and utilisation of staff. The delivery of the required change cannot be achieved without a motivated workforce committed to the change process. Councils need to put mechanisms in place to ensure the continuing commitment of staff and provide opportunities for continuous development. Support for the wellbeing of each individual employee must be at the core of all People and Organisation Development activity. 2

5 Improvement, Collaboration and Efficiency (ICE) In order to further increase efficiencies and maintain a focus on quality of services the local government sector has already commenced work on the ICE programme. This People and Organisation Development Strategic Framework will help councils to deliver the goals and targets of the programme as part of the overall reform process. Risks The structure of the sector, with its range of differing employing organisations, produces inbuilt vulnerability when addressing sector-wide people challenges, for example, the inconsistent application of policies and practices such as pay and reward can impede the efficient movement of talented staff and the sharing of scarce skills across the sector. This Strategic Framework provides for a comprehensive, planned response to mitigate these risks. Supporting the Strategic Framework An endorsement of this Strategic Framework by individual councils, or across the sector will enable the Commission to determine the best use of resources to assist the change agenda. It will also inform the Local Government Training Group in planning and supporting learning and development activities in conjunction with councils in the years ahead. The next section sets out the Purpose, Vision and Objective of the Framework along with the six Strategic Pillars. 3

6 SECTION 1 THE STRATEGIC FRAMEWORK This section sets out the Purpose, Vision and Objective of the Framework and the six Strategic Pillars which underpin it. The Purpose This document is designed to support the vision for effective local government which has been articulated on numerous occasions over the last number of years in the following terms: Vision Strong, dynamic Local Government creating communities that are vibrant, healthy, prosperous, safe and sustainable and have the needs of all citizens at their core. In pursuance of this vision, the following objective has been determined:- Objective To provide a route map to enable local government to develop its most valuable resource in a changing environment and ensure the ongoing provision of excellent services which are responsive to the needs of local communities. To support this objective six interlinked Strategic Pillars have been identified as follows:- The Strategic Pillars Leadership Pillar 1 Performance Culture Pillar 2 Employee Relations Pillar 3 Pay and Reward Pillar 4 Talent Management Pillar 5 Learning Organisation Pillar 6 Figure 1 shows the Operational Model for the People and Organisation Development Strategic Framework. 4

7 Figure 1 Operational Model for the People and Organisation Development Strategic Framework. Objective As detailed in Section 1. TO PROVIDE A ROUTE MAP TO ENABLE LOCAL GOVERNMENT TO DEVELOP ITS MOST VALUABLE RESOURCE IN A CHANGING ENVIRONMENT AND ENSURE THE ONGOING PROVISION OF EXCELLENT SERVICES WHICH ARE RESPONSIVE TO THE NEEDS OF LOCAL COMMUNITIES Strategic Pillars As detailed in Section 2. L e a d e r s h i p P e r f o r m a n c e C u l t u r e E m p l o y e e R e l a t i o n s P a y & R e w a r d T a l e n t M a n a g e m e n t L e a r n i n g O r g a n i s a t i o n ONGOING REVIEW AND EVALUATION DURING LIFETIME OF STRATEGIC FRAMEWORK Action Plans As detailed in Section 3. YEAR ONE ACTION PLANS Having illustrated the Operational Model, the next section sets out the Strategic Pillars in detail. 5

8 SECTION 2 THE STRATEGIC PILLARS IN DETAIL This section sets out the details of the Strategic Pillars in terms of the Strategic Goal each Pillar will achieve, why the Pillar is important, how the goal will be achieved, the benefits, first year goals and key first year actions. Leadership Performance Culture Employee Relations Pay and Reward Talent Management Learning Organisation LEADERSHIP PILLAR 1 Strategic Goal Local Government will be led by courageous, innovative, ambitious and proactive leaders at all levels who inspire others to maximise their potential in a strong and dynamic local government sector. Why? Effective leadership is the foundation for progress. This must be demonstrated at all levels. Local Government must therefore invest in developing current and future leaders. How? A clear definition what it means to be a leader in Local Government in Northern Ireland. Processes to identify, develop and support leaders who demonstrate these values. Recognition for these leaders at all levels. Career progression for all leaders measured on the leadership values, competencies and brand. A reputation for attracting, growing and promoting inspirational leaders. Leaders who build networks within and outside their council to focus resources on achieving results. 6

9 Benefits Sector and councils Individual leaders Team members Customers Competent, motivated leaders, building high performance teams. Clear guidance on what is required, support and advice on developing their skills and recognition for displaying leadership competence. Supported by motivated leaders who care about their teams. Assurance that leaders at all levels are focussed on developing, motivating and directing staff to deliver high quality services. First Year Goals Develop competencies, language and support mechanisms that define a Local Government Leadership Framework. Achieve full and active commitment of SOLACE NI in the sponsorship and development of a Leadership Capability Framework to support the embedding of the Local Government Leadership brand. Engage and involve future senior leaders in the development of the Leadership Capability Framework. Have 5 councils committed to piloting this Leadership Capability Framework. Key First Year Actions Agree SOLACE sponsorship for the development of a Local Government Leadership Framework and develop supporting programmes and initiatives. Identify and engage 5 councils and work with them to prepare for piloting the Leadership Capability Framework. 7

10 Leadership Performance Culture Employee Relations Pay and Reward Talent Management Learning Organisation PERFORMANCE CULTURE PILLAR 2 Strategic Goal Local Government will create an environment where, individual, team and council goals are aligned; individuals will receive continuous development and feedback on performance and will be recognised for excellence in service delivery. Why? A Performance Culture is critical to support efficiency, productivity and innovation. How? Clear, simple and transparent Performance Management Systems. Staff can see a link between demonstrating good performance, developing their own potential and enhancing their promotional prospects. Individual and Organisation goals are focussed on delivering customer and community needs. Individual employees will have a clear understanding of the performance standards and behaviours expected of them. These standards and behaviours will be reflected in a Competence Framework for the sector. Performance management will be typified by appropriate and timely feedback. Underperformance is effectively managed including issues of capability. Taking accountability for performance and improvement will be recognised. 8

11 Benefits Sector Councils Individuals Customers A common approach, recognisable between councils. A demonstrable link between individual performance and organisational outcomes. A clear understanding of what is required and recognition of their input. Assurance that all staff are focussed on delivering customer and community needs. First Year Goals Deliver a significantly increased capability in managers across the sector proactively managing performance. Review and develop the Performance Culture within local government. Key First Year Actions Research and benchmark against best practice models of performance management. Develop and test a common model Performance Management Framework for the sector. 9

12 Leadership Performance Culture Employee Relations Pay and Reward Talent Management Learning Organisation EMPLOYEE RELATIONS PILLAR 3 Strategic Goal Local Government will agree on and establish an Employee Relations Framework and environment that delivers results, enables change to happen smoothly at sector and council level and provides consistency. Why? Growing effective employee relationships is one of the cornerstones of this Strategic Framework. Updating and development of the existing machinery and infrastructure to support an effective employer and trade union relationship is a priority to enable the required workforce changes to be achieved. How? There will be an effective and agreed model for negotiations that carries the necessary power and authority to make agreements on behalf of all councils, which will be:- - Professionally constituted and resourced with the right people who have the right skills, including an employee relations professional who will lead on negotiations. - Capable of demonstrating clear performance delivery and accountability. - Effective at communicating and building relations with all key stakeholder bodies including councils, SOLACE, PPMA and LGSC. - Designed to deliver change against the efficiency and improvement agenda within local government. The climate of Employee Relations will be operated on trust, mutual respect and co-operation and based on resolution and agreement. Leaders and managers at all levels within the sector will be capable of effectively resolving employee relations issues at early stages through good employee engagement and a focus on resolving disputes. 10

13 Benefits The sector, councils and trades unions Individuals Customers A professionally constituted and resourced framework, with transparent decision making, capable of delivering the efficiency and improvement agenda. Access to representation in a fair and consistent manner. Well motivated staff working for the community. First Year Goal A new and agreed model of negotiating machinery is ready and in place for implementation at the start of Year 2. Key First Year Actions Establish representative Employee Relations Project Team. Ensure interim arrangements facilitate progress with the People and Organisation Development Strategic Framework. Gain understanding of:- The vires and authority of current arrangements. Resource/funding arrangements and sources. Linkages and implications of change from existing arrangements. Activity levels and output/outcomes of current arrangements. 11

14 Leadership Performance Culture Employee Relations Pay and Reward Talent Management Learning Organisation PAY AND REWARD PILLAR 4 Strategic Goal Local Government will ensure the effective management of Pay and Reward across the sector to support achievement of a flexible, motivated workforce. Why? There is a need to ensure that pay and reward structures provide motivation for delivering high quality services, within a framework of well managed workforce costs. How? A focus on improving productivity and motivation. Remuneration and non-monetary reward will be consistent and flexible to support Performance Culture and Talent Management. Emphasis on promoting the total reward package for staff, including pay, development and working conditions. Workforce costs will be managed in a consistent manner supporting the drive for efficiency and tighter control. Effective and consistent pay and grading processes developed to create a common structure and language. Flexibility and mobility promoted in the workforce to maximise opportunity for employers and staff. 12

15 Benefits Sector Councils Individuals Customers The ability to anticipate and plan for workforce trends affecting all councils. Consistency in pay and grading processes provide effective control over workforce costs and reduce the potential for large numbers of disputes over individual cases. A transparent and equitable pay and grading system. Good management of workforce costs which are directed towards achieving results. First Year Goals To have an accurate profile of Pay and Reward across the sector. To produce a Consultation Report outlining the key components of an efficient and modernised Pay and Reward Strategy, encompassing Total Reward. Key First Year Actions Create and analyse a Workforce Profile Database which captures all elements of pay and reward (financial and non-financial) populated with data from each council. Create model options for new Pay and Reward Strategies, evaluate and test with key stakeholders. Identify best practice organisations to inform the development of a consistent and flexible approach to Pay and Reward. 13

16 Leadership Performance Culture Employee Relations Pay and Reward Talent Management Learning Organisation TALENT MANAGEMENT PILLAR 5 Strategic Goal Local Government will create the culture, systems and processes which ensure the right people with the right capabilities are in the right place at the right time to develop and support a strong and dynamic sector. Why? A sectoral approach to Talent Management will facilitate the promotion and flow of staff throughout local government. This has clear benefits for developing both the individual and the organisation they work in. How? A sectoral approach to Talent Management will join up the processes across the lifecycle of the employee within local government i.e. from attraction through to leaving. The policies, processes and systems that support Talent Management driven by the needs of the sector and based on the values of transparency and fairness. Succession management across the sector will provide development for talented people whilst mitigating future skills and capability deficits. Focus will be on building the reputation of the sector as one where talented people can flourish through flexible and progressive Talent Management policies. An evolving culture of differentiating the performance and contribution of staff enabling the sector to identify, utilise and develop its best people. Leaders will be accountable for the Talent Management processes. Collaborative working in keeping with the efficiency agenda. A shift in how Talent is viewed, moving from Council owned Talent to Sector owned Talent. In the short to medium term concentrating on developing the Talent Management culture for the managerial, technical and professional grades within the sector. 14

17 Benefits Sector The ability to plan for and support movement and management of skilled staff within and across councils. Councils Individuals Customers A pool of staff with up to date competencies, capable of responding flexibly to business needs. A clear consistent framework, which allows development through the working life cycle. Assurance that staff resources are effectively managed to support service delivery. First Year Goals Create common language, principles and understanding of Talent Management for Local Government. Key stakeholders across the sector understand and accept the principles and processes of Talent Management. Internal trawls introduced on a measured and phased basis as part of the piloting of Talent Management processes. Identification and agreement on the critical skills gaps across the sector. Key First Year Actions Determine and agree a concise draft description of Talent Management and consult on this. Initiate pilot trawls and evaluate learning for inclusion in Year 2. Experiment in 1 or 2 councils or groups of councils to build a succession management policy and process and determine the implications for local government. 15

18 Leadership Performance Culture Employee Relations Pay and Reward Talent Management Learning Organisation LEARNING ORGANISATION PILLAR 6 Strategic Goal Local Government will create learning environments where leaders equip individuals to take ownership of their learning and development which supports their performance in delivering excellent service. Why? In the past the focus has been on formal training interventions for staff and whilst these will continue to play an important part in the sector s learning suite, the perspective must now broaden. The overall focus needs to shift to creating a learning culture that links learning and development explicitly to performance and which supports business needs. This requires a cultural shift from a reliance on formal approaches, to a sector focussed on productivity, outcomes, capability and efficiency. Learning must now be set within this context. How? The sector will move from a training solution focus to a performance and learning focus. A continuous learning culture focussed on individual, team and organisation development and growth will be created. Leaders will create, and be recognised for creating, team environments where individuals want to learn and develop. Leaders will have motivational conversations with individuals on their learning and development. Individuals will understand how their learning and performance supports the achievement of individual, team and organisation goals. The learning culture will support flexibility and encourage discretionary effort to continuously improve performance. The link between learning, development and performance management will be clear and return on investment is evident. 16

19 Benefits Sector Councils Individuals Customers The ability to plan for and support collaborative learning, providing efficient use of resources and developing good practice. Dynamic opportunities to support business focussed skills development. A clear framework, within which to identify their own learning needs and opportunities. Assurance that staff are effectively skilled to support business needs. First Year Goals Have a fully representative effective Practitioners Group of LGTG. Achieve a shift in emphasis in the sector from Training and Development to Learning Organisations. Key First Year Actions Define what a learning organisation looks like in local government, what processes and practices support it and how learning links to performance. Identify 2/3 pilot councils or groups of councils and introduce processes and practices that support a learning culture. Capture the learning from the pilots and refine the approach for Year 2 Game Plan. The next section sets out the detailed Goals and Action Plans for Year One. 17

20 SECTION 3 DETAILED GOALS AND ACTION PLANS FOR YEAR ONE 18

21 LEADERSHIP PILLAR 1 Goal Activities Responsibility Timescale Capability Develop a Leadership Capability Framework that defines the Local Government Leadership brand. Engage and involve recognised future potential Senior Leaders in the development of the Leadership Capability Framework. Regroup the Improvement and Development Sub-Group of the Local Government Training Group and widen its membership to include identified future potential senior leaders. Establish a representative Leadership Working Group, agree governance and working parameters. Improvement and Development Sub-Group SOLACE/LGTG/ HR/OD Discussion Group End Qtr 2 Supporting Development Secure full and active commitment of SOLACE N.I. in the sponsorship and development of the Leadership brand. Agree SOLACE sponsorship for the development of the Local Government Leadership Capability Framework. SOLACE and HR/OD Discussion Group End Qtr 2 19

22 LEADERSHIP PILLAR 1 Goal Activities Responsibility Timescale Pilots 5 councils committed to piloting the emerging Leadership Capability Framework. Consolidate all the work already carried out on Leadership capability and behaviours e.g. in Ballymena, Belfast and Limavady. Capture the learning and determine the implications. Build a comprehensive understanding of the recognised Leadership models already in existence and determine their potential benefits and implications for local government. Leadership Working Group End Qtr 4 Understand and benchmark other sector approaches to Leadership Capability Development and capture the learning. Draft the first Leadership Capability Framework and test it with key stakeholders throughout the sector. Linked to the action above, create a common language for Local Government Leadership. Identify and engage 5 local councils and work with them to prepare for piloting the emerging Leadership Capability Framework. Refine and retest the emerging Framework and commence pilots. 20

23 PERFORMANCE CULTURE PILLAR 2 Goal Activities Responsibility Timescale Performance Management Deliver a significantly increased capability of managers across the sector in proactively managing performance. Constitute a representative Performance Culture Working Group chaired by SOLACE, including senior managers and supported by HR practitioners, to build on the work of the PPMA/LGSC Performance Group (see Appendix 1), agree governance and working parameters. Study and learn from existing Performance Management models Business Unit model (Coleraine) EFQM (Newtownabbey) IIP (all accredited councils) SOLACE Performance Culture Working Group Qtr 1 Qtrs 2/3 Form relationships with appropriate organisations to continuously benchmark and import relevant Best Practice models including Centre for Competitiveness, IIP Unit, Local Government Employers, LG Improvement and Development, etc. Performance Culture (1) Review and develop a Performance Culture within local government. Commence and test a common model of Performance Management Framework for the sector, which includes:- Alignment to Council strategy Clear performance measures Common behavioural model Common set of values Common language Performance Culture Working Group Qtr 4 21

24 PERFORMANCE CULTURE PILLAR 2 Goal Activities Responsibility Timescale Performance Culture (2) Through the Working Group, understand and disseminate core cultural values and behaviours that are required to drive Performance Management in Local Government. Study and capture learning from existing initiatives from Antrim, Derry and Craigavon in respect of culture and values. All - Performance Culture Working Group All ongoing over the life of the Strategic Framework Development of a model capability policy and supporting procedures e.g. in relation to promoting health and wellbeing. Link to Leadership and Learning Organisation Strategic Pillars to promote skills in this area. Link to work on Competence Framework for the sector within Talent Management Strategic Pillar. Link with the Learning Organisation Strategic Pillar on the development and roll out of innovative interventions to embed a Performance Management Culture within the sector including delivery of a series of sector Master Classes on a range of performance management frameworks. Master Classes Qtr 4 Place Performance Management on the Agenda of SOLACE and PPMA as standard item. Ongoing 22

25 EMPLOYEE RELATIONS PILLAR 3 Goal Activities Responsibility Timescale Negotiation Machinery (1) A new and agreed model of Negotiating Machinery is ready and in place for implementation at the start of Year 2. This activity is critical to the success of the Strategic Framework. Indications from officers and practitioners are that this area requires significant and complex change if it is to be fit for purpose in facilitating the management of change. The Year 1 activity will be structured around a project management approach:- Establish clear sponsorship for change. Establish a representative Employee Relations Working Group, agree governance and working parameters. Ensure interim arrangements facilitate progress with the People and Organisation Development Strategic Framework. SOLACE/NILGA Qtr 1 Priority activity to include gathering all relevant information to inform options and decision making including an understanding of:- The vires and authority of current arrangements. Resource/funding arrangements and sources. Linkages and implications of change from existing arrangements. Activity levels and output/outcomes of current arrangements. Clarify and agree key stakeholders and develop engagement plan to determine expectations and gain commitment to change. Stakeholder group initially identified as:- Councils, CEOs, TU Members, LGSC, PPMA, HR community, NIJC, LGRJF, JNC, DoE. Employee Relations Working Group Qtr 2 23

26 EMPLOYEE RELATIONS PILLAR 3 Goal Activities Responsibility Timescale Negotiation Machinery (2) Review the Terms of Reference and Operating Arrangements of the Local Government Reform Joint Forum. LGRJF Qtr 1 Benchmark NI arrangements against other existing negotiating models in GB and RoI etc. Employee Relations Working Group Qtrs 2/3 Qtrs 3/4 Explore and develop alternative negotiating models and assess their effectiveness. Build an options appraisal on these models with a view to making recommendations for implementation. Employee Relations Working Group Qtr 4 Develop and present paper for recommendations, incorporating ideas generated from above activities. Support formal Employee Relations through identifying best practice models for employee engagement, policy areas such as Grievance, Discipline and encouraging mechanisms for alternative disputes resolution. Employee Relations Working Group Qtr 4 24

27 PAY AND REWARD PILLAR 4 Goal Activities Responsibility Timescale Sector Profile To have an accurate profile of Pay and Reward across the sector. Create a Pay and Reward Working Group, agree governance and working parameters. Create and analyse a Workforce Profile Database which captures all elements of pay and reward (financial and non-financial) populated with data from each council. SOLACE/PPMA Pay and Reward Working Group Qtr1 Completed by Qtr 3 Pay and Reward Strategy To produce a Consultation Report outlining the key components of an efficient and modernised Pay and Reward Strategy, encompassing Total Reward. Create model options for new Pay and Reward Strategies, evaluate and test with key stakeholders. Build an optimum model accepted by Steering Group. Identify best practice organisations to inform the development of a consistent and flexible approach to pay and reward. Pay and Reward Working Group Completed by Qtr 4 Completed by Qtr 4 25

28 TALENT MANAGEMENT PILLAR 5 Goal Activities Responsibility Timescale Definition Create common language, principles and understanding of Talent Management and workforce development for Local Government. Establish a Talent Management Working Group, agree governance and working parameters. Research the best practice, scope approaches and implications of talent management. SOLACE & PPMA Talent Management Working Group Qtr 1 Understanding Talent Management Key stakeholders across the sector understand and accept the principles and processes of Talent Management. Widely engage with key groups within the sector to determine the level of understanding the concepts and benefits of Talent Management and relate this to a Competence Framework. Determine and agree a concise draft definition and consult on this. Talent Management Working Group Establish and test the key principles with key stakeholders. Internal Trawls Test in 1 or 2 councils or groups of councils to build a succession management policy and process and determine the implications for councils. Chief Executives and HR Leads. Methodology from Working Group Qtr 2 Internal trawls introduced on a measured and phased basis as part of the piloting of Talent Management processes. Identify and agree the target posts for trawling. Talent Management Working Group/LGSC Qtrs 3/4 Identification and agreement on the critical skills gaps across the sector. Initiate pilot trawls and evaluate learning for inclusion in Year 2 Actions. Clear statement of how critical gaps are. 26

29 LEARNING ORGANISATION PILLAR 6 Goal Activity Responsibility Timescale Local Government Training Group Have a fully representative effective Practitioners Group of LGTG. Analyse and evaluate current Learning and Development provision and initiate a sector-wide needs analysis, taking account of the ICE Agenda and The People and Organisation Development Strategic Framework. LGTG and Practitioners Group Qtr 1 Establish Learning Organisation Working Group, agree governance and working parameters. LGTG and Practitioners Group Qtr 1 New Emphasis Achieve a shift in emphasis in the sector from Training and Development to Learning Organisations. Research and understand what a learning organisation is. Engage key stakeholders on the findings of the research and the implications for the sector. Define what a learning organisation looks like in local government, what processes and practices support it and how learning links to performance. Learning Organisation Working Group Qtr 3 Identify 2/3 pilot councils or groups of councils and introduce processes and practices that support a learning culture. Capture the learning from the pilots and refine the approach for Year 2 Game Plan. The next section sets out the arrangements for managing the People and Organisation Development Strategic Framework in practice 27

30 SECTION 4 MANAGING THE STRATEGIC FRAMEWORK This section explains how it is proposed that the People and Organisation Development Strategic Framework will be managed in practice. The overarching strategic direction will be led out by a representative Project Board, supported by a Project Team. Where appropriate, Working Groups will be established to progress actions under each of the six pillars. In some cases structures already exist which could carry forward this work (as can be seen in Appendix 1). The Project Team will assist in coordinating these groups and report on progress to the Project Board. Membership of the Project Board, Project Team and Working Groups will be determined following consultation. An overarching governance framework is shown on the following page, however each Working Group will need to be constituted in a way which reflects the interests of the range of stakeholders specific to the issues to be addressed. STAKEHOLDERS Key stakeholder groups will be crucial to success of the Strategic Framework. Specifically:- SOLACE NILGA LGSC Councils Senior Management Teams Officers at all grades Trade Unions DOE PPMA Progress will be monitored against the following model, on a yearly basis:- 28

31 OUTLINE PROJECT GOVERNANCE AND END YEAR ONE TARGETS Project Board Project Team Leadership Performance Culture Employee Relations Pay and Reward Talent Management Learning Organisation Five councils piloting Leadership Capability Framework Develop and test a Common Performance Management Framework Agreed new model of negotiating machinery Model options for Pay and Reward Strategies Trawls Initiated Pilot succession management in 2 councils/groups Pilot learning culture practices and processes in 2/3 councils or groups Six Working Groups PPMA/LGSC led, incorporating HR and non HR staff. 29

32 APPENDIX 1 BACKGROUND AND PROGRESS TO DATE 1.0 BACKGROUND 1.1 Initiating the Strategic Framework The Local Government Staff Commission (the Commission) initiated development of this Strategic Framework in the autumn of The rationale was based on:- The need to consolidate the people expertise in the service in a period of change, The need to develop and prepare people for the challenges ahead, The need to deliver a sustainable and flexible workforce model for the future. Since then Commission staff working with council Chief Executives and HR practitioners have focussed on addressing the key workforce issues which are critical to the delivery of council priorities. 1.2 Improvement & Development Sub Group of the Local Government Training Group (LGTG) The Improvement & Development Sub Group of the LGTG emerged from an interest group of council chief executives, heads of HR and Staff Commission officers who had informally discussed the issues around an improvement agenda for local government. The Sub Group was to give a formal vehicle to develop this thinking. The main aim of the Group was to suggest and promote an improvement agenda for local government to bring about sustained significant improvements in organisational effectiveness. The Group also planned and supported a number of Organisation Development Pilots, which were:- Competency Framework Development (relates directly to Performance Culture Pillar 2, pages 21 and 22, Talent Management Pillar 5, page 26 and Learning Organisation Pillar 6, page 27) o Collaboration between Coleraine Borough Council and Derry City Council to develop competencies at 3 organisational levels senior, middle and operational, which could be used over the lifecycle of an employee i.e. recruitment, induction, performance, training and development, progression etc. 30

33 Coaching for Performance (relates directly to Performance Culture Pillar 2, page 21 and 22) o Coaching for Performance training for senior and middle managers in a number of councils. Readiness for Organisation Development (relates to all six Pillars) o Workshop for Senior Management Team and Elected Members to consider the extent of their readiness to embark on an Organisation Development programme in Craigavon Borough Council in the context of achieving their corporate plan objectives. Development of a Leadership Team (relates directly to Leadership Pillar 1, pages 19 and 20) o Workshops to encourage cohesion between the Senior Management Team and the Operational Management Team with a view to improving corporate leadership and communications in Ballymena Borough Council. Leadership Development (relates directly to Leadership Pillar 1, pages 19 and 20) o Development of a programme of structured support/training for managers in Limavady Borough Council. Organisation Review (relates to all six Pillars) o A change management project to review the organisation structure in order to achieve the best alignment of services to deliver on corporate priorities. 1.3 Public Sector People Managers Association (PPMA) and Local Government Staff Commission (LGSC) HR Collaboration Working Groups In response to the ICE Agenda, PPMA supported by LGSC initiated a number of working groups on strategic improvement areas in the HR service and on workforce issues generally. 31

34 These are:- HR Systems (Lead from Antrim Borough Council relates directly to Performance Culture Pillar 2, pages 21 and 22, Talent Management Pillar 5, page 26 and Learning Organisation, Pillar 6, page 27) o Reducing HR system costs through collaboration. o Integration of systems to remove duplication and achieve efficiencies e.g. finance, HR, time and attendance. o Provision of more effective management information and reporting. o Modernisation of HR systems e.g. self-service options for managers and employees, on line employee services. o Improved corporate governance. o Identification of potential uses of technology to support delivery of strategic HR e.g. on line appraisals, training needs analysis etc. Performance (Lead from Newtownabbey Borough Council relates directly to Performance Culture Pillar 2, pages 21 and 22) o Performance systems and approaches. o The learning and development and capacity building issues associated with performance systems. o The effectiveness of the OD pilots and assessment potential impact on improvements in service delivery. o The potential to develop an Improvement Agenda for local government which is flexible and collaborative in nature. Recruitment (Lead from Lisburn City Council relates directly to Talent Management Pillar 5, page 26) o Reducing recruitment advertising costs through collaboration. o Internal trawling. o Potential of a shared service for recruitment administration. o Building more flexibility into the Code of Procedures on Recruitment and Selection. o Collaboration in selection testing and assessment centres. E Learning (Lead from Belfast City Council relates directly to Learning Organisation Pillar 6, page 27) o The range of learning opportunities amenable to an elearning or blended delivery approach. o Extent of readiness of district councils for elearning. o Assessment of potential providers and any local government pilot initiatives to date. o Potential for councils to collaborate on procurement of elearning resources and extent of potential savings. 32

35 1.4 HR Task & Finish Team of ICE SOLACE agreed that the research carried out by the PPMA/LGSC Working Groups (as detailed in 1.3 above) should form the basis of the HR work stream within the ICE Case for Change. The lead PPMA and LGSC officers became the nucleus of the HR Task & Finish Team. 1.5 LGSC HR Strategy Development Conference The Conference was attended by chief executives, senior HR practitioners, trade unions and other key stakeholders from the councils. Delegates considered the major workforce development issues in the context of the political and business environment and drew up an agreed outline of the strategic direction for local government under the following interactive workshops:- Talent management Performance culture Leadership Learning culture Employee engagement and relations The outcomes of the workshops were fed into the process of developing the draft Strategic Framework. 2.0 PROGRESS TO DATE The development of this draft Strategic Framework has been overseen by the HR/OD Discussion Group, comprising representative members of LGSC, SOLACE, PPMA, DoE and Trade Unions. Supporting work has also continued, or been initiated, in the following areas as a collaboration between PPMA, LGSC and LGTG:- Recruitment (relates directly to Talent Management Pillar 5, page 26) o Sector-wide collaboration on recruitment advertising, to achieve cost savings, commenced in May Occupational Health (relates directly to Performance Culture Pillar 2, pages 21 and 22) o Work is underway to develop a new model of Occupational Health provision for the sector. Job Evaluation, Pay Systems etc. (relates directly to Pay & Reward Pillar 4, page 25 and Talent Management Pillar 5, page 26). o Sharing of experience and practice to enhance progress and ensure value for money going forward. 33

36 Learning and Development (relates to all 6 Pillars) o A joint SOLACE/LGSC/LGTG proposal for the development of an Executive Leadership Programme has been endorsed, a Steering Group has been agreed and work has begun on planning the detail. o The Practitioners Group of LGTG has been formed and has met on two occasions. A first Workshop was held on 05 July where a number of short life task groups were formed to take forward the necessary review, evaluation and future planning of LGTG provision. o LGTG provided some support to PPMA to undertake a Scoping Study of the development needs of HR practitioners in the sector. A PPMA Working Group has now considered the outcomes of the Study and have planned a series of events to meet the development needs identified. System Integration (relates to all 6 Pillars) o Discussions are underway with potential suppliers of the various HR, Payroll and time and attendance IT systems to identify suitable opportunities for integration, reduction of duplication and provision of robust management information. Policy (relates to all 6 Pillars) o Sharing of practice to ensure consistency of approach across the sector and developing model policies which will aid consistency across the sector. A further initiative which will support the strategic direction of the Framework is the set of proposals developed by the Commission for a new approach to recruiting and developing local government staff. The Strategic Framework incorporates the learning from these actions and will enable the sector to build on the output from the various working groups. 34

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