Relationship counselling:

Size: px
Start display at page:

Download "Relationship counselling:"

Transcription

1 Relationship counselling: Realising public-private partnership growth opportunities March 2012 Public-private partnerships (PPPs) are set to increase dramatically over the next three years. Yet with the public sector lacking confidence in the private sector s ability to deliver services, and with the public sector exploring alternatives, can the private sector prove they are a worthy partner? This viewpoint provides insights into the challenges facing private sector firms in realising PPP growth opportunities, and how to establish a trusted partnership that delivers positive outcomes for both parties. Despite the challenging economic times we are facing, there is some good news on the horizon for private sector firms seeking new business opportunities. As the public sector grapples with dwindling budgets, Hay Group s recent research with public and private sector leaders shows that the number of PPPs are expected to more than double over the next three years. Yet is the private sector positioned to capitalise on the growth in these opportunities? Our research reveals a pessimistic view on the success of future partnerships, as well as deep opposition and resentment felt by public sector leaders towards increased private sector involvement. With this lack of confidence, combined with other partnership options such as social enterprises, the onus is now on the private sector to allay doubts and prove that they can be a valuable partner. The overarching message from the research, and our own experiences of working with organisations from both sides of the fence over the past 60 years, is that while many partnerships spend time focusing on hard governance issues, problematic PPPs usually result from non-technical and non-contractual challenges. Getting the soft aspects right such as compatible people, cultures and objectives will serve your PPP well Hay Group. All rights reserved 1

2 An unsuccessful past 35 per cent of private sector firms rate past PPPs as successful, with only 5 per cent rating them as highly successful. 19 per cent of public sector firms rate past PPPs as successful, with only 3 per cent rating them as highly successful. About the research Over the summer of 2011, Hay Group interviewed 200 UK senior public sector leaders currently involved in private sector collaborations. Their views on why PPPs fail and what s needed to make them a success are reported in our white paper Relationship counselling: Positive partnerships across public and private organisations. But as an equal partner in PPPs, what are the private sector s views? We recently interviewed 20 senior decision-makers in major PPP companies (the major outsourcers) and this viewpoint provides fascinating insights into the challenges and opportunities they face in competing for PPP opportunities. The honeymoon is over Like their public sector counterparts, the vast majority of outsourcers believe that falling government spending will result in a rise in PPPs. Indeed half of outsourcers see this as one of the greatest growth opportunities for their industry and firm in the foreseeable future. Yet both parties are pessimistic over the likely success of future partnerships, given past failures, perceived incompatibilities between partners, and startling evidence of public sector leaders lack of confidence in the private sector s ability to deliver public services. The research also showed a high level of resentment and opposition from the public sector towards the rising trend in private sector involvement and the assumption that the private sector can deliver services more efficiently or effectively. Worryingly, more than a third (37 per cent) of public sector leaders are deeply opposed to collaboration with the private sector, and only one fifth agree that the private sector should be involved in running public services. The challenge that lies ahead Other vehicles such as social enterprises or collaboration with other public sector organisations are now offering real alternatives for the public sector to deliver services effectively, efficiently and with a partner that shares similar social motives. Yet outsourcers aren t entirely convinced of this threat less than a fifth (15 per cent) believe that social enterprises present a major threat to the demand for outsourced public services. Our research also shows that over two thirds of outsourcers (70 per cent) believe that the public sector trusts the private sector s ability to deliver front-line services and that current ways of working don t need to change (70 per cent). A worrying opinion of the private sector Our research unveiled startling evidence of a lack of confidence and trust from public sector leaders in private sector partnerships. More than a third (37 per cent) are opposed to collaboration with the private sector. Only one fifth agree that the private sector should be involved in running public services. Almost half (44 per cent) do not believe that PPPs will deliver value for money. Nearly half do not believe that private firms can, or will, run public services more efficiently (45 per cent) or deliver better quality public services (49 per cent). A high proportion fear that service delivery (44 per cent) and staff morale (60 per cent) will suffer from private sector collaboration Hay Group. All rights reserved 2

3 This reveals a large gap in opinion to the public sector s view of the private sector s ability to deliver public services (see A worrying opinion of the private sector opposite). In the context of there being more options for the public sector, intense competition, and presumably more emphasis placed by public sector buyers on criteria other than price and technical capability, there is a large burden on private sector companies to up their game and prove they are worthy partners if they want to compete for and win PPP opportunities. Why partnerships break down What is clear from the research, and our own insights from working with both sectors, is that while many partnerships spend time working on the hard governance issues, they often neglect focusing on the soft aspects (such as ensuring partners have compatible people, cultures and objectives). This is often what causes partnerships to flounder. Ironically, one area where the sectors agree on is their incompatibilities. In the views of outsourcers, the standout reason for the failure of PPPs is a fundamental incompatibility between motives (profit verses social outcomes) which was identified by 65 per cent. Almost half of public sector leaders (46 per cent) also believe the profit motive is fundamentally incompatible with public service delivery. Though interestingly, few outsourcers (20 per cent) believe the public sector actually mistrusts the profit motive. Other significant barriers to success identified by both sectors focused on differences in underlying objectives, cultures, work processes and organisational structures. Recipe for a successful marriage So what will make private sector firms stand out in this highly competitive market and be seen as a viable partner option? Like a strong marriage, there is as much work to be done before a partnership begins as during the lifetime of the project. It is vital to establish common ground, remove lingering suspicions, understand each other s cultures and behaviours, and identify differences at the outset. For example, pre-ppp feasibility studies or work carried out post-deal to cement the relationship can benefit from having an independent partner advise on the soft wiring aspects of the partnership in order to dispel suspicion and self-interest. Both public and private sector respondents strongly agree that for a partnership to be a success, there needs to be: a mutual understanding of the partners cultures, values and behaviours (55 per cent private sector; 67 per cent public sector) a mutually agreed set of values and principles (50 per cent private sector; 68 per cent public sector). The skills and behaviours of partners are also crucial in ensuring a successful collaboration. Perhaps a sign of past PPP failings, both sectors agree that the ability to manage disagreements is important (40 per cent private sector; 74 per cent public sector). Commercial skills were also deemed to be necessary (45 per cent private sector; 46 per cent public sector). Interestingly though, only a quarter of public sector leaders believe this skill is prevalent across their organisation. At a time when the public sector needs to become more commercially focused, much can be learned from the private sector in this regard. This is one area where the private sector partner could, and should, do more. A contrasting view Outsourcers are more optimistic than their public sector counterparts over their ability to work together. Less than a third (30 per cent) of outsourcers feel current ways of working need to change, yet worryingly over half (52 per cent) of public sector leaders believe this Hay Group. All rights reserved 3

4 February Relationship 2012 counselling: Realising public-private partnership growth opportunities Sources of friction Our extensive work with public and private sector organisations over the past 60 years highlights some key sources of friction which underpin the barriers to success. At the heart, these issues all point back to the same fundamental problem: the danger of focusing on contracts rather than cultures, and delivery mechanics rather than working methods. Suspicion: It is clear that some public sector leaders believe that profit and public service cannot comfortably be bedfellows; these leaders need to learn to be more tolerant and to recognise the efficiency that a profit motive can foster. For their part, private sector partners need to be honest and transparent about the margins they will make, while also demonstrating their passion and sincerity about wanting to improve services that make people s lives better. After all, the private sector understands only too well the need for good service: without satisfied customers, a business is worth nothing. Colloquialism: Partners will bring different perspectives, cultural expectations and terminology which, if not explored openly, can lead to misunderstanding and mistrust. Clear communication and constructive dialogue are critical for partners mutual understanding. It is unlikely that partners will change and the best one can hope for in a relationship is to understand each other s differences and find a way to work with them. Aim to tolerate and accept cultural differences or even find ways to see them as complementary strengths. Micromanagement: Indicative of a lack of trust between organisations, micromanagement can stifle opportunities, energy and enthusiasm and is the quickest route to inertia and bureaucracy. Outcomes and service level agreements should be agreed and then partners should be left alone and trusted to get on with the work. Contrary to popular belief, it is possible to be explicit when setting targets about the softer elements of service delivery getting the right performance measures in place is critical. Secrecy and poor conflict management: A lack of openness can allow hidden agendas and conflict to fester. Outstanding leaders welcome challenge, request and display honesty and are not afraid to tackle conflict. Equally critical is having key, agreed processes in place for raising issues and managing conflict. Imbalance: Some partners try to dominate rather than share, resulting in conflict or passive agreement. What is needed is active and genuine engagement. Partners should also be particularly sensitive to perceived imbalances in power and authority. Good governance arrangements can make this explicit from the start. Closed shops: While relationships are critical, strong dependence on a few personal relationships can make a venture vulnerable to changes in personnel. Likewise, just because the joint chief executives get on, it doesn t mean the operatives on the ground will and vice versa. Successful, resilient collaborations benefit from engaging and sharing with wider stakeholders Hay Group. All rights reserved 4

5 Getting the soft wiring right Keen to just get on with it, public and private sector organisations often fail to appreciate that the same due diligence they conduct on the legal, financial and contractual side is needed in exploring the culture, values and language of a potential partner. Partners need to work hard to develop the mutual understanding that is essential for success. A cultural audit When public sector organisations are looking for a partner, it is not enough to establish simply whether potential partners can do the job and to pore over the legal and technical minutiae. There also needs to be close scrutiny of culture, vision and ethics, as well as behaviours and working practices, to ensure that the two partners can work together. They need to have upfront conversations about performance that are not contractually led. Indeed the public sector is recognising the importance of compatible cultures and is now reflecting this in selection criteria of most PPP procurement processes. Both sides must thoroughly investigate the areas in which partners may be seen as incompatible, and make efforts to agree a common agenda, values and principles and to articulate the benefits and objectives that each side is striving for. Potential friction points should be identified. Time spent doing this sort of preparatory homework and cultural audit is never wasted: potential partners will be impressed that you have made the effort to understand the way they think and work, to explore differences and build trust in a safe environment before entering a deal. Skills and behaviours At the same time, organisations on both sides will need to start thinking about the type of skills and behaviours they need from their employees in a cross sector and collaborative context. Critical will be leaders who understand a range of sectors, have not only excellent commercial skills but empathy, influencing and relationship building and facilitation skills. Whilst we should be wary of believing in stereotypes of public and private sector managers, there is real potential here for cross sector learning. Many in the public sector are already highly experienced at partnership working and astute negotiators of the political context. However, they have highlighted the need to build stronger commercial skills and confidence in taking calculated risks and there is interesting learning to be gained from a private sector perspective on this and customer service. Communication and engagement Communication as ever is key, both internally and externally. Once the deal is done, both partners need to establish clear lines of communication and work hard throughout the partnership to ensure the relationship remains strong by continuing to communicate, voice concerns and address issues. Members of staff need to be engaged with the process, especially those long serving public sector workers who may be sceptical about the motives and practices of private partners. If the deal involves frontline staff, it is critical that they understand the culture, values and ethos of the organisation they are representing. With the public sector lacking confidence in PPPs, combined with increased competition from other partnership options such as social enterprises, the onus is now on private sector companies to prove that they can be valuable partners Hay Group. All rights reserved 5

6 Hay Group can help Whether your partnership has taken a bad turn and needs to get back on track, or you re bidding on a contract and need to understand potential incompatibilities that may affect the deal, we can help. Over the past 60 years, Hay Group has worked extensively with both public and private organisations. We have developed a deep understanding of the cultures, behaviours and sources of friction that can hinder collaboration, and ways organisations can create a successful, mutually beneficial partnership. We are passionate about enabling people and organisations to perform at their best, and are excited by the opportunity to develop new models that will create value for our clients in the global economy. We can help you before the deal Conduct a cultural audit with both partners to explore areas of overlap and strength and potential sources of conflict. Assess cultural bridges, areas of underlying common values and cultural compatibility. Run back-to-the-floor exercises so each side can experience the other s working environment. Organise joint visioning and common purpose workshops. Assess leaders styles and their ability to operate in a partnership environment. Conduct partnership behavioural modelling. Stress test working behaviours to establish how the partnership will fare if conflict arises. Carry out a skills audit to identify areas of weakness. We can also help throughout the partnership Work with top teams on goals, roles, accountabilities, processes and relationships. Help design the partnership structure, management processes and systems, work and job modelling, and appropriate reward systems. Assess if the project work has been broken down into clearly defined jobs that is understood by both parties. Run leadership development programmes that build specific skills that are essential for PPP management. Conduct post-deal climate assessments to judge the impact of issues on an ongoing basis. To discuss any of the issues raised or for more information on how Hay Group can help you with creating an effective partnership, please contact: Jonathan Matthews e t m James Littlejohn e t m About Hay Group Hay Group is a global management consulting firm that works with leaders to transform strategy into reality. We develop talent, organise people to be more effective and motivate them to perform at their best. Our focus is on making change happen and helping people and organisations realise their potential. We have over 2,600 employees working in 84 offices in 48 countries. For more information, please visit Hay Group. All rights reserved 6

Bridging the Global Skills Gap

Bridging the Global Skills Gap Bridging the Global Skills Gap Teachers views on how to prepare a Global Generation for the challenges ahead. About the research This report represents the findings of a survey of teachers 1 conducted

More information

LEADERSHIP COMPETENCY FRAMEWORK

LEADERSHIP COMPETENCY FRAMEWORK LEADERSHIP COMPETENCY FRAMEWORK 1 Introduction to the Leadership Competency Framework The Leadership Competency Framework focuses on three levels of management: Team Leaders/Supervisors responsible for

More information

Suite Overview...2. Glossary...8. Functional Map.11. List of Standards..15. Youth Work Standards 16. Signposting to other Standards...

Suite Overview...2. Glossary...8. Functional Map.11. List of Standards..15. Youth Work Standards 16. Signposting to other Standards... LSI YW00 Youth Work National Occupational Standards Introduction Youth Work National Occupational Standards Introduction Contents: Suite Overview...2 Glossary......8 Functional Map.11 List of Standards..15

More information

Perspectives. Employee voice. Releasing voice for sustainable business success

Perspectives. Employee voice. Releasing voice for sustainable business success Perspectives Employee voice Releasing voice for sustainable business success Empower, listen to, and act on employee voice through meaningful surveys to help kick start the UK economy. 2 Releasing voice

More information

ETI PERSPECTIVE 2020: A FIVE YEAR STRATEGY

ETI PERSPECTIVE 2020: A FIVE YEAR STRATEGY ETI PERSPECTIVE 2020: A FIVE YEAR STRATEGY Introduction This document is the final and Board approved version of ETI s strategic directions based on the ETI Board meeting discussion of 12 th March 2015.

More information

Cross-Border Mergers & Acquisitions

Cross-Border Mergers & Acquisitions Cross-Border Mergers & Acquisitions Reducing the Risk of Failure Culture & Communication Skills Consultancy Cross-Border Mergers & Acquisitions Reducing the Risk of Failure The globalisation of business

More information

TEAM PRODUCTIVITY DEVELOPMENT PROPOSAL

TEAM PRODUCTIVITY DEVELOPMENT PROPOSAL DRAFT TEAM PRODUCTIVITY DEVELOPMENT PROPOSAL An initial draft proposal to determine the scale, scope and requirements of a team productivity development improvement program for a potential client Team

More information

Outsourcing. Knowledge Summary

Outsourcing. Knowledge Summary Knowledge Summary Outsourcing P&SM professionals should have the knowledge and skills required to manage the outsourcing process and to advise colleagues of the most appropriate solution to obtain best

More information

DEVELOPING AN ORGANISATION DEVELOPMENT PLAN INTRODUCTION

DEVELOPING AN ORGANISATION DEVELOPMENT PLAN INTRODUCTION DEVELOPING AN ORGANISATION DEVELOPMENT PLAN INTRODUCTION 1. A number of meetings have taken place to ascertain where partners think the MASH has got to in terms of its development and what needs to happen

More information

January 2011. For more information contact: Rhodri Davies Policy Manager 03000 123221 rdavies@cafonline.org

January 2011. For more information contact: Rhodri Davies Policy Manager 03000 123221 rdavies@cafonline.org Response to Cabinet Office Green Paper Modernising Commissioning: Increasing the role of charities, social enterprises, mutuals and cooperatives in public service delivery January 2011 For more information

More information

Rethinking Printing Kyocera Environmental Survey 2011

Rethinking Printing Kyocera Environmental Survey 2011 Rethinking Printing Kyocera Environmental Survey 2011 Table of Contents Executive summary... 3 Green Concerns, Green Fatigue... 7 Open to Change... 9 Corporate Responsibility... 10 New Green Options...

More information

Diploma In Coaching For High Performance & Business Improvement

Diploma In Coaching For High Performance & Business Improvement THE HOUSTON EXCHANGE POWERFUL, PROFITABLE CONVERSATIONS Diploma In Coaching For High Performance & Business Improvement A professional coaching qualification for Leaders, Managers and HR professionals

More information

INVESTORS IN PEOPLE REVIEW REPORT

INVESTORS IN PEOPLE REVIEW REPORT INVESTORS IN PEOPLE REVIEW REPORT Lower Farm Primary School Page: 1 of 13 CONTENTS Key Information 3 Assessor Decision 3 Milestone Dates 3 Introduction 4 Assessment Objectives 4 Feedback Against the Assessment

More information

English Colleges' Code of Good Governance. Passionate: Professional: Prudent. Introduction and Part 1: Values and Principles

English Colleges' Code of Good Governance. Passionate: Professional: Prudent. Introduction and Part 1: Values and Principles English Colleges' Code of Good Governance Passionate: Professional: Prudent Introduction and Part 1: Values and Principles December 2014 Introduction Excellence in governance is at the heart of the English

More information

Full-time MSc in Logistics and Supply Chain Management

Full-time MSc in Logistics and Supply Chain Management Full-time MSc in Logistics and Supply Chain Management Course structure and content 2016-2017 The course has been developed to produce expert logistics and supply chain professionals who can take the skills

More information

Network Rail Infrastructure Projects Joint Relationship Management Plan

Network Rail Infrastructure Projects Joint Relationship Management Plan Network Rail Infrastructure Projects Joint Relationship Management Plan Project Title Project Number [ ] [ ] Revision: Date: Description: Author [ ] Approved on behalf of Network Rail Approved on behalf

More information

DESCRIBING OUR COMPETENCIES. new thinking at work

DESCRIBING OUR COMPETENCIES. new thinking at work DESCRIBING OUR COMPETENCIES new thinking at work OUR COMPETENCIES - AT A GLANCE 2 PERSONAL EFFECTIVENESS Influencing Communicating Self-development Decision-making PROVIDING EXCELLENT CUSTOMER SERVICE

More information

british council behaviours www.britishcouncil.org

british council behaviours www.britishcouncil.org british council behaviours Mat Wright Mat Wright Mat Wright CREATING SHARED PURPOSE I gain the active support of other people so they are fully engaged and motivated to contribute effectively. I do this

More information

National Contact Management Strategy

National Contact Management Strategy National Contact Management Strategy 2012 NCMS 2012 NOT PROTECTIVELY MARKED 4 National Contact Management Strategy (NCMS) This document has been produced by the Association of Chief Police Officers (ACPO)

More information

REVEALED: THE BLUEPRINT FOR BUSINESS SUCCESS Find out if you are achieving your full growth potential

REVEALED: THE BLUEPRINT FOR BUSINESS SUCCESS Find out if you are achieving your full growth potential REVEALED: THE BLUEPRINT FOR BUSINESS SUCCESS Find out if you are achieving your full growth potential Overview Running your own business can be tough. There s a huge amount of advice out there but you

More information

CYBER STREETWISE. Open for Business

CYBER STREETWISE. Open for Business CYBER STREETWISE Open for Business As digital technologies transform the way we live and work, they also change the way that business is being done. There are massive opportunities for businesses that

More information

Market Intelligence Survey

Market Intelligence Survey 2 INTRODUCTION Market Intelligence Survey Editor s introduction Welcome to the market intelligence survey carried out by Supply Management magazine and Expense Reduction Analysts. We asked 360 procurement

More information

D 1. Working with people Develop productive working relationships with colleagues. Unit Summary. effective performance.

D 1. Working with people Develop productive working relationships with colleagues. Unit Summary. effective performance. 1 Develop productive working relationships with colleagues Unit Summary What is the unit about? This unit is about developing working relationships with colleagues, within your own organisation and within

More information

Request for feedback on the revised Code of Governance for NHS Foundation Trusts

Request for feedback on the revised Code of Governance for NHS Foundation Trusts Request for feedback on the revised Code of Governance for NHS Foundation Trusts Introduction 8 November 2013 One of Monitor s key objectives is to make sure that public providers are well led. To this

More information

INTRODUCTION. The Merlin Principles. The Elements of each Principle

INTRODUCTION. The Merlin Principles. The Elements of each Principle 0 INTRODUCTION The development of the Merlin Standard has been progressed as a joint exercise between the Department for Work and Pensions (DWP) and its providers operating in the Welfare to Work (W2W)

More information

for Sample Company November 2012

for Sample Company November 2012 for Sample Company November 2012 Sample Company 1800 222 902 The Employee Passion Survey Passionate employees are focused, engaged and committed to doing their best in everything they do. As a result,

More information

Managing Strategic Change

Managing Strategic Change Cotton Consult Managing Strategic Change Presentation to AIBB October 13th 2012 Melbourne 1 Managing Strategic Change Agenda External Environment Industry Dynamics External Competitors Customers Analysis

More information

Outsourcing. Definitions. Outsourcing Strategy. Potential Advantages of an Outsourced Service. Procurement Process

Outsourcing. Definitions. Outsourcing Strategy. Potential Advantages of an Outsourced Service. Procurement Process CIPS takes the view that the outsourcing of services to specialist providers can often lead to better quality of services and increased value for money. Purchasing and supply management professionals should

More information

IT Risk Closing the Gap

IT Risk Closing the Gap IT Risk Closing the Gap Giving the Board what it needs to understand, manage and challenge IT risk PWC Contents Foreword 1 Executive summary 3 Survey findings Does the Board fully understand the impact

More information

ORGANISING COMMITTEE POLICY AND GOVERNANCE FOR RISKS TO REPUTATION

ORGANISING COMMITTEE POLICY AND GOVERNANCE FOR RISKS TO REPUTATION ORGANISING COMMITTEE POLICY AND GOVERNANCE FOR RISKS TO REPUTATION Report from a High Level Workshop INTRODUCTION It is increasingly recognised that reputation is an important valuable asset, though it

More information

ENSURING CONSUMERS GET A FAIR DEAL FROM INSURANCE

ENSURING CONSUMERS GET A FAIR DEAL FROM INSURANCE Summary ENSURING CONSUMERS GET A FAIR DEAL FROM INSURANCE Nearly everyone buys General Insurance (GI) products, from compulsory policies such as motor insurance, to add-ons like gadget cover. In recent

More information

Leadership and Management Competencies

Leadership and Management Competencies Leadership and Management Competencies 0 The Saskatchewan Public Service Vision: The Best Public Service in Canada Our Commitment to Excellence Dedicated to service excellence, we demonstrate innovation,

More information

Message from the Chief Executive of the RCM

Message from the Chief Executive of the RCM Message from the Chief Executive of the RCM The Midwifery Leadership Competency Framework has been derived from both the NHS Leadership Qualities Framework and the Clinical Leadership Competency Framework.

More information

Attribute 1: COMMUNICATION

Attribute 1: COMMUNICATION The positive are intended for use as a guide only and are not exhaustive. Not ALL will be applicable to ALL roles within a grade and in some cases may be appropriate to a Attribute 1: COMMUNICATION Level

More information

Written evidence for the Department of Business, Innovation and Skills: a small business commissioner

Written evidence for the Department of Business, Innovation and Skills: a small business commissioner Written evidence for the Department of Business, Innovation and Skills: a small business commissioner About ACCA ACCA is the global body for professional accountants. We aim to offer business-relevant,

More information

What is this Unit about? Who is this Unit for?

What is this Unit about? Who is this Unit for? H12J 04 (CFAS4.1) Lead a sales team What is this Unit about? This Unit is about how you provide direction to the members of the sales team by motivating and supporting them to achieve their team and individual

More information

Change Management an introduction

Change Management an introduction Department of Human Resources Change Management an introduction Contents Change Management 3 Why are Change Management skills 4 so important at MMU? Key Considerations for Managing 4 Change Change and

More information

Consumer Awareness Guide. Using Recruitment Agencies

Consumer Awareness Guide. Using Recruitment Agencies Consumer Awareness Guide Using Recruitment Agencies Prepared By Ian M Campbell Avenue Scotland Introduction At Avenue Scotland, we take great pride in the honest, professional service we provide. We have

More information

How are companies currently changing their facilities management delivery model...?

How are companies currently changing their facilities management delivery model...? Interserve and Sheffield Hallam University market research 2012 Page 2 www.commercial.interserve.com How are companies currently changing their facilities management delivery model...? we have a strategy

More information

Section 5 - Developing Parent Participation

Section 5 - Developing Parent Participation Section 5 - Developing Parent Participation d) Training Subject: How to Improve Skills and Knowledge through Training Who this is for: Particularly relevant to members of parent forums What this section

More information

Appendix 1: Performance Management Guidance

Appendix 1: Performance Management Guidance Appendix 1: Performance Management Guidance The approach to Performance Management as outlined in the Strategy is to be rolled out principally by Heads of Service as part of mainstream service management.

More information

TORFAEN COUNTY BOROUGH COUNCIL: CODE OF CORPORATE GOVERNANCE

TORFAEN COUNTY BOROUGH COUNCIL: CODE OF CORPORATE GOVERNANCE Introduction 1. This Code sets out Torfaen County Borough Council s approach to achieving and maintaining good corporate governance. It follows guidance produced by the Chartered Institute of Public Finance

More information

Professionalisation of management and leadership

Professionalisation of management and leadership Sheila Gupta Professionalisation of management and leadership Sheila Gupta, Director of Human Resources, Edinburgh University This article shows the importance of appropriate governance and management

More information

GENERIC CORE MANAGEMENT CRITERIA (CMC) AND STANDARDS (SELECT WHICH ONES ARE APPLICABLE)

GENERIC CORE MANAGEMENT CRITERIA (CMC) AND STANDARDS (SELECT WHICH ONES ARE APPLICABLE) ANNEXURE B GENERIC CORE MANAGEMENT CRITERIA (CMC) AND STANDARDS (SELECT WHICH ONES ARE APPLICABLE) CRITERIA Description Generic Stards for Fully Effective Performance 1. Strategic Provides a vision, sets

More information

How to gather and evaluate information

How to gather and evaluate information 09 May 2016 How to gather and evaluate information Chartered Institute of Internal Auditors Information is central to the role of an internal auditor. Gathering and evaluating information is the basic

More information

Employer guide. Follow us on: office-angels.com

Employer guide. Follow us on: office-angels.com Employer guide Page 2 of 8 Our job is about much more than simply putting the right bums on the right seats. We like to know how our candidates are faring at work along with how they re feeling which is

More information

Senior Project Manager A14 Cambridge to Huntingdon, Complex Infrastructure Programme Grade 6. Candidate Pack

Senior Project Manager A14 Cambridge to Huntingdon, Complex Infrastructure Programme Grade 6. Candidate Pack Senior Project Manager A14 Cambridge to Huntingdon, Complex Infrastructure Programme Grade 6 Candidate Pack 2 Introduction The Highways Agency is an Executive Agency of the Department for Transport, and

More information

Procurement Strategy 2013-2017 Delivering Social Value for our Community

Procurement Strategy 2013-2017 Delivering Social Value for our Community Procurement Strategy 2013-2017 Delivering Social Value for our Community Making Bath & North East Somerset an even better place to live, work and visit 1 Picture courtesy of Bath & News Media Group Our

More information

Employing Military Spouses

Employing Military Spouses Employing Military Spouses A guide for employers Incorporating: 1. Introduction The UK has approximately 100,000 military spouses 1 with the important job of supporting a partner in the armed forces, which

More information

Organisational Development Strategy

Organisational Development Strategy Governing Body 27 th May 2016 Organisational Development Strategy Agenda item 19 Paper 13 Authors and contributors: Executive Lead(s): Relevant Committees or forums that have already reviewed this issue:

More information

DORSET & WILTSHIRE FIRE AND RESCUE AUTHORITY Performance, Risk and Business Continuity Management Policy

DORSET & WILTSHIRE FIRE AND RESCUE AUTHORITY Performance, Risk and Business Continuity Management Policy Not Protectively Marked Item 6 Appendix B DORSET & WILTSHIRE FIRE AND RESCUE AUTHORITY Management Policy The Dorset & Wiltshire Fire and Rescue Authority () is the combined fire and rescue authority for

More information

Co-investments in funds of funds and separate accounts

Co-investments in funds of funds and separate accounts Chapter_9.FoF 16/6/08 1:44 pm Page 65 Chapter 9 Co-investments in funds of funds and separate accounts By Brian Gallagher, Twin Bridge Capital Partners BACKGROUND While co-investing has been an important

More information

Case Study : Profiles in Leadership

Case Study : Profiles in Leadership Case Study : Profiles in Leadership Will, Gaston, Mort and Kumi were appointed successively as Executive Directors of the UNFD. They exhibited radically different leadership styles., a researcher interested

More information

Thought Leadership THE 5 STAGES TO A SUSTAINABLE BUSINESS

Thought Leadership THE 5 STAGES TO A SUSTAINABLE BUSINESS Six Degree People Thought Leadership THE 5 STAGES TO A SUSTAINABLE BUSINESS Six Degree People - Thought Leadership The 5 Stages to a Sustainable Business Six Degree People is a leading executive search

More information

Best practice. Corporate Governance. Financial Reporting Council. July 2013. Audit Tenders. Notes on best practice

Best practice. Corporate Governance. Financial Reporting Council. July 2013. Audit Tenders. Notes on best practice Best practice Corporate Governance Financial Reporting Council July 2013 Audit Tenders Notes on best practice The FRC is responsible for promoting high quality corporate governance and reporting to foster

More information

Strategic Guidance for Community Planning Partnerships: Community Learning and Development

Strategic Guidance for Community Planning Partnerships: Community Learning and Development Strategic Guidance for Community Planning Partnerships: Community Learning and Development COMMUNITY LEARNING AND DEVELOPMENT: STRATEGIC GUIDANCE FOR COMMUNITY PLANNING PARTNERSHIPS EXECUTIVE SUMMARY This

More information

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1

City and County of Swansea. Human Resources & Workforce Strategy 2013-2017. Ambition is Critical 1 City and County of Swansea Human Resources & Workforce Strategy 2013-2017 Ambition is Critical 1 Delivering quality services for a safer, greener, smarter, fairer, healthier, richer Swansea Executive Summary

More information

Citizen Leadership happens when citizens have power, influence and responsibility to make decisions

Citizen Leadership happens when citizens have power, influence and responsibility to make decisions Citizen Leadership happens when citizens have power, influence and responsibility to make decisions Principles and Standards of Citizen Leadership By the Changing Lives User and Carer Forum including What

More information

The Standards for Leadership and Management: supporting leadership and management development December 2012

The Standards for Leadership and Management: supporting leadership and management development December 2012 DRIVING FORWARD PROFESSIONAL STANDARDS FOR TEACHERS The Standards for Leadership and Management: supporting leadership and management development December 2012 Contents Page The Standards for Leadership

More information

treasury risk management

treasury risk management Governance, Concise guide Risk to and Compliance treasury risk management KPMG is a leading provider of professional services including audit, tax and advisory. KPMG in Australia has over 5000 partners

More information

PROJECT insights IDENTIFYING POTENTIAL SHOW STOPPERS. PROJECT INSIGHTS Whitepaper 1 DUE DILIGENCE ENGINEERS

PROJECT insights IDENTIFYING POTENTIAL SHOW STOPPERS. PROJECT INSIGHTS Whitepaper 1 DUE DILIGENCE ENGINEERS PROJECT insights IDENTIFYING POTENTIAL SHOW STOPPERS. PROJECT INSIGHTS Whitepaper 1 CONTENTS EXECUTIVE SUMMARY 3 INTRODUCTION 4 SECTION ONE IS YOUR PROJECT AT RISK? KEY IDENTIFICATIONS 5 SECTION TWO WHY

More information

The NHS. context, it is difficult. this article. organisations.

The NHS. context, it is difficult. this article. organisations. Building management capabilities within NHS providers The NHS will need highly capable managers to deliver the vision set out in the white paper Equity and Excellence: Liberating the NHS. This article

More information

The Success Profile for Shared Services and Centres of Expertise

The Success Profile for Shared Services and Centres of Expertise 1 The Success Profile for Shared Services and Centres of Expertise Contents Role and models 3 Great minds think alike 4 Five factors that make the difference 5 Five factors in action 7 What can we take

More information

When being a good lawyer is not enough: Understanding how In-house lawyers really create value

When being a good lawyer is not enough: Understanding how In-house lawyers really create value When being a good lawyer is not enough: Understanding how In-house lawyers really create value Contents Foreword... 3 Do you really understand how In-house lawyers create value?... 4 Why creating value

More information

Risks to customers from performance management at firms

Risks to customers from performance management at firms Guidance consultation 15/1 Risks to customers from performance management at firms Thematic review and guidance for firms March 2015 Contents 1 Approach and findings 2 2 Guidance to firms 8 3 Next steps

More information

Higher Education: Consultation on potential early repayment mechanisms for student loans. A Response by Credit Action

Higher Education: Consultation on potential early repayment mechanisms for student loans. A Response by Credit Action Higher Education: Consultation on potential early repayment mechanisms for student loans A Response by Credit Action Background Credit Action is a national money education charity (registered Charity in

More information

MBA Dissertation Summary

MBA Dissertation Summary MBA Dissertation Summary Barriers and Enablers to Environmental Sustainability Implementation in UK Business The purpose of the dissertation was to answer the following research question: What are the

More information

Law Firms in Transition: Marketing, Business Development and the Quest for Growth

Law Firms in Transition: Marketing, Business Development and the Quest for Growth Law Firms in Transition: Marketing, Business Development and the Quest for Growth A survey of over 100 legal marketers and business development professionals Law Firms in Transition: Marketing, Business

More information

Railway Management Maturity Model (RM 3 )

Railway Management Maturity Model (RM 3 ) Railway Management Maturity Model (RM 3 ) (Version 1.02) March 2011 Published by the Office of Rail Regulation 1 Contents Introduction... 1 Excellence in safety management systems... 3 Governance, policy

More information

What your customers want In a world full of contact channels

What your customers want In a world full of contact channels Maintaining the human touch in customer service What your customers want In a world full of contact channels Research by Echo Managed Services - published December 2015 Customer satisfaction in a multi-channel

More information

YOUR SERVICES YOUR SAY

YOUR SERVICES YOUR SAY YOUR SERVICES YOUR SAY LGBT PEOPLE S EXPERIENCES OF PUBLIC SERVICES IN SCOTLAND PUBLIC SECTOR CONSULTATION REPORT AND RECOMMENDATIONS FOREWORD In 2014 for the first time in Scotland, we published a detailed

More information

~Empowering and Motivating for Today and Tomorrow~

~Empowering and Motivating for Today and Tomorrow~ Lindsay Unified School District Mission Statement ~Empowering and Motivating for Today and Tomorrow~ - Adopted by Lindsay Unified School Board: May 21, 2007 Mission: Empowering and Motivating for Today

More information

SUBMISSION BY COMMUNITY LEARNING SCOTLAND (CLS) Summary

SUBMISSION BY COMMUNITY LEARNING SCOTLAND (CLS) Summary SUBMISSION BY COMMUNITY LEARNING SCOTLAND (CLS) Summary Lifelong learning needs to support a social justice agenda by promoting access by the most marginalised groups in society, through appropriate support

More information

BS 11000 Collaborative Business Relationships It s your choice. Your implementation guide

BS 11000 Collaborative Business Relationships It s your choice. Your implementation guide BS 11000 Collaborative Business Relationships It s your choice Your implementation guide BS 11000 - Collaborative Business Relationships Background BS 11000 is a recognized standard for ensuring mutually

More information

The dissatisfaction with employee retention was the driver. Everything else stemmed down from that. (Recruitment and Training Manager)

The dissatisfaction with employee retention was the driver. Everything else stemmed down from that. (Recruitment and Training Manager) Case study Dealing with staff turnover a case study on getting and keeping the right people This case study looks at the experience of a high tech organisation that aimed to improve its staff retention..

More information

Volunteer Managers National Occupational Standards

Volunteer Managers National Occupational Standards Volunteer Managers National Occupational Standards Contents 00 Forward 00 Section 1 Introduction 00 Who are these standards for? 00 Why should you use them? 00 How can you use them? 00 What s in a Standard?

More information

Role Context & Purpose

Role Context & Purpose Group Manager Children s Social Care Services Role Profile: Grade: Accountable to: Accountable for: Senior Manager Hay B Service Leader 3-6 direct line reports, plus circa 48 staff that these direct reports

More information

Management and Leadership. Level 5 NVQ Diploma in Management and Leadership (QCF)

Management and Leadership. Level 5 NVQ Diploma in Management and Leadership (QCF) Management and Leadership Level 5 NVQ Diploma in Management and Leadership (QCF) 2014 Skills CFA Level 5 NVQ Diploma in Management and Leadership (QCF) Page 1 Level 5 NVQ Diploma in Management and Leadership

More information

Certificate IV in Frontline Management

Certificate IV in Frontline Management MARCH 2011 Certificate IV in Frontline Management Ai Group is pleased to provide you with information regarding the Certificate IV in Frontline Management - BSB40807. BENEFITS OF TRAINING Effective training

More information

Kotters Eight Steps of Change

Kotters Eight Steps of Change We are often asked the question, What should I do to improve our staff engagement? Culture change is a difficult task to achieve for any leader. Leaders we work with to help transform their organizational

More information

Four Pillars of Sales Success. Sales Training for Large Organisations

Four Pillars of Sales Success. Sales Training for Large Organisations Four Pillars of Sales Success Sales Training for Large Organisations Contents Introduction 3 Confidence & Belief 4 Knowledge 5 5 Skills of Successful Sales People 6 Process and structure 7 Brian Abram

More information

Table of Contents. Introduction 3. Strategic Alignment 4. Principles of Good Communication 5. Benefits of Good Communication 6

Table of Contents. Introduction 3. Strategic Alignment 4. Principles of Good Communication 5. Benefits of Good Communication 6 1 Table of Contents Introduction 3 Strategic Alignment 4 Principles of Good Communication 5 Benefits of Good Communication 6 Audiences & Stakeholders 7 Key Themes 8 External Communication 9 Media 11 Reputation

More information

Adding up or adding value?

Adding up or adding value? Get up to speed Building Better Finance Functions Adding up or adding value? Making business partnering work whatwouldyouliketochange.com Contents Adding up or adding value? 3 The strategic value of business

More information

Article information: Access to this document was granted through an Emerald subscription provided by Emerald Group Publishing Limited

Article information: Access to this document was granted through an Emerald subscription provided by Emerald Group Publishing Limited Human Resource Management International Digest Emerald Article: Supporting the underperforming manager: Teaching the soft skills that can make all the difference Rosie Garwood Article information: To cite

More information

HARLOW COUNCIL PERFORMANCE MANAGEMENT FRAMEWORK

HARLOW COUNCIL PERFORMANCE MANAGEMENT FRAMEWORK HARLOW COUNCIL PERFORMANCE MANAGEMENT FRAMEWORK July 2013 1 P age Contents Page 1.0 Definition 3 2.0 Context 3 3.0 Purpose and aim of the policy 4 4.0 Policy Statement 4 5.0 Framework for Performance Management

More information

Organisational Change Management

Organisational Change Management Organisational Change Management The only thing that is constant is change in your business, your market, your competitors, and your technology. Remaining competitive and responsive to your customers and

More information

By defining a set of specific performance objectives we can utilise a range of tailor-made solutions

By defining a set of specific performance objectives we can utilise a range of tailor-made solutions Transformational Leadership Training Unlocking Team Potential Strategic Change Management Maximising Team Efficiency By defining a set of specific performance objectives we can utilise a range of tailor-made

More information

Intelligent Customer Function (ICF)

Intelligent Customer Function (ICF) CAPABILITY AUDIT FOR HEIs Higher Education Institutions (HEIs) should organically develop their own to successfully manage the process of strategic sourcing. The capability audit provides an assessment

More information

MANAGING LEGAL RISK IN AN INTEGRATED GRC FRAMEWORK A BRIEFING PAPER. www.claytonutz.com

MANAGING LEGAL RISK IN AN INTEGRATED GRC FRAMEWORK A BRIEFING PAPER. www.claytonutz.com MANAGING LEGAL RISK IN AN INTEGRATED GRC FRAMEWORK A BRIEFING PAPER www.claytonutz.com BACKGROUND Organisations are finding that their stakeholders (particularly Boards) are seeking greater assurance of

More information

D2N2 Procurement Charter. For Economic, Social & Environmental Impact

D2N2 Procurement Charter. For Economic, Social & Environmental Impact D2N2 Procurement Charter For Economic, Social & Environmental Impact July 2015 D2N2 Procurement Charter For Economic, Social & Environmental Impact Foreword D2N2 is the Local Enterprise Partnership for

More information

the Defence Leadership framework

the Defence Leadership framework the Defence Leadership framework Growing Leaders at all Levels Professionalism Loyalty Integrity Courage Innovation Teamwork Foreword One of the founding elements of Building Force 2030, as outlined in

More information

This is really important, because EE needs to be defined and understood in the context within which it is being used.

This is really important, because EE needs to be defined and understood in the context within which it is being used. FACTSHEET Employee Engagement Introduction This Factsheet highlights the critical importance of Employee Engagement (EE), and offers advice on how you can develop a winning people proposition for your

More information

ENGINEERING COUNCIL. Guidance on Risk for the Engineering Profession. www.engc.org.uk/risk

ENGINEERING COUNCIL. Guidance on Risk for the Engineering Profession. www.engc.org.uk/risk ENGINEERING COUNCIL Guidance on Risk for the Engineering Profession www.engc.org.uk/risk This guidance describes the role of professional engineers and technicians in dealing with risk, and their responsibilities

More information

Shared Approach INVESTORS IN PEOPLE ASSESSMENT REPORT COMMERCIAL IN CONFIDENCE. INVESTORS IN PEOPLE SPECIALIST: Helen Gisbourne

Shared Approach INVESTORS IN PEOPLE ASSESSMENT REPORT COMMERCIAL IN CONFIDENCE. INVESTORS IN PEOPLE SPECIALIST: Helen Gisbourne INVESTORS IN PEOPLE ASSESSMENT REPORT COMMERCIAL IN CONFIDENCE Shared Approach INVESTORS IN PEOPLE SPECIALIST: Helen Gisbourne DATE: 30 th October 2012 Investors in People North of England is delivered

More information

CORPORATE PHILANTHROPY. Achieving integrated social purpose

CORPORATE PHILANTHROPY. Achieving integrated social purpose CORPORATE PHILANTHROPY Achieving integrated social purpose Corporate philanthropy: integrating social purpose into business Harnessing the power of capital to support what we most value is critical for

More information

Northern Ireland Environment Agency Corporate Social Responsibility

Northern Ireland Environment Agency Corporate Social Responsibility Northern Ireland Environment Agency Corporate Social Responsibility September 2011 Introduction This document has been prepared by the Northern Ireland Environment Agency (NIEA) in line with general NICS

More information

Managing Customer. Relationships

Managing Customer. Relationships Managing Customer Relationships A guide to help you identify a range of areas to address in order to get the most from your relationships with your customers Managing customer relationships should be seen

More information

Conveys the impact of policy decisions through to members and stakeholders of the leadership forum appropriately.

Conveys the impact of policy decisions through to members and stakeholders of the leadership forum appropriately. ROLE DESCRIPTION AND PERSON SPECIFICATION CHAIR - BME LEADERSHIP FORUM This role description outlines the key responsibilities of the chair of the NHS Confederation's Black and Minority Ethnic (BME) leadership

More information

Diploma of Local Government (Elected Member)

Diploma of Local Government (Elected Member) Diploma of Local Government (Elected Member) Nationally recognised training for Elected Members walgatraining.com.au Contact WALGA Training on (08) 9213 2089 or email training@walga.asn.au for more information.

More information