Organisational Development Strategy

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1 Organisational Development Strategy From fair to good Through the development of people skills to drive COMMUNICATION PARTNERSHIP LEADERSHIP CULTURE CHANGE PEOPLE PERFORMANCE Agenda Item 8

2 Organisational Development Strategy Contents Page 1. INTRODUCTION ORGANISATIONAL DEVELOPMENT VISION ORGANISATIONAL DEVELOPMENT APPROACH THE KEY PRINCIPLES OF ORGANISATIONAL DEVELOPMENT STRATEGIC APPROACH ENSURING THE COUNCIL IS FIT FOR PURPOSE IMPLEMENTING THE STRATEGY MONITORING AND EVALUATING PROGRESS ORGANISATIONAL DEVELOPMENT ACTION PLAN MARCH 2008 MARCH OBJECTIVE 1 LEADERSHIP OBJECTIVE 2- CULTURE AND VALUES OBJECTIVE 3- COMMUNICATION OBJECTIVE 4- PEOPLE PERFORMANCE OBJECTIVE 5- PARTNERSHIP WORKING Agenda Item 8

3 Organisational Development Strategy. 1. Introduction. 1.1 Over the last few years Sandwell council has been developing as an organisation in response to the requirements of the modernisation agenda, Comprehensive Performance Assessment (CPA) and its own desire for continuous improvement. We are committed to sustaining, and improving our performance to ensure we deliver quality services, achieve business continuity and enhance our reputation and image. 1.2 This Organisational Development (OD) Strategy describes the changes we want to make in the council to achieve our ambition of being a good authority. It is a 3 year strategy and, in keeping with the nature of organisational change, it is emergent with a flexible and responsive approach. The organisation is one that changes constantly, we will therefore, keep the OD Strategy under review to ensure it is dynamic and meets the needs of the council. 1.3 The council has clear aspirations to improve the quality of life for local people and works in partnership to deliver this goal. This requires us to recognise, embrace and manage change for future success through the development of our people, systems and processes to Create a strong Organisational Development and capacity to change culture that will enable all Sandwell employees to deliver services effectively, that meet and where possible exceed the expectations of citizens within the borough. Understand the context OD will operate within in the future e.g. demographics, Gershon, skills shortfalls, and leadership capacity. Our CPA inspection highlighted many strengths and qualities within the council and also identified current and potential opportunities for stronger leadership and the need to maximise capacity. With CPA being replaced by CAA in 2009, the emphasis on what the Strategic Partners deliver for the borough will extend the need for strong leadership across all partner agencies, but most importantly within the council as the lead agency. This will apply to members and officers alike. 2. Organisational development vision. 2.1 The OD Strategy will develop different ways of working that overarches all that we do, a way that embodies our vision and values. It will develop an organisation that behaves differently as well as one that looks different. This strategy seeks to have a direct impact on our culture and people development, focusing the organisation towards its vision in line with its values. 2.2 The vision for Sandwell which is one that we share with our partner agencies in the borough is: Sandwell - Great people, Great place, Great prospects People will choose Sandwell for their home, their job and their leisure. An inspiring place, easy to get around, with quality homes, schools, shops and great places to go. Sandwell will realise its abundant talent and potential through the success of its businesses, schools and communities. T Agenda Item 8

4 2.3 Sandwell MBC is in a period of unprecedented change and it is with that in mind the leadership team wanted to put down some markers about the sort of organisation we are and what we stand for. The leadership team has developed an OD vision that describes how we would like to be seen from both the inside and the outside. OD Vision To continually develop excellent services for Sandwell, along side the council s wider role of governing and shaping the borough. This will be achieved through effective leadership and management, backed by a culture committed to strong partnerships, service and personal improvement. 2.4 The process of establishing a clear organisational development definition for the council has enabled us to set out the following principles upon which our strategy for improvement is based. Sandwell s organisational development ambition is to develop our people and confidence so we are more adaptive and more able to embrace and encourage change, with a real focus on customer access and quality services for the citizens of Sandwell. 3. Organisational development approach. 3.1 This Strategy lays out our approach to developing the organisation. OD is defined as a system wide intervention to plan and produce changes to policies, strategies, structures and processes aimed at improving the organisation. As such, it needs competence, knowledge and skills in facilitating these changes and developing structures and systems that nurture innovation. The focus will be on the development of our people in the key areas that we believe make a real difference in the organisation: - LEADERSHIP, CULTURE CHANGE, PEOPLE PERFORMANCE, COMMUNICATION, PARTNERSHIP. 3.2 Right people, Right jobs, Right skills, Right time The Strategy will draw together all the strategic components for all that the council does to recruit, retain, support and develop employees. It will support the evolution of the council as it undergoes considerable change to ensure that the services it provides and the influence it has within Sandwell and more increasingly within a wider regional and sub-regional context remain effective and responsive. 3.3 In order to meet the new challenges and opportunities over the next 3-5 years, it is critical that the council has the right people, in the right jobs, with the right skills, at the right time. We must continue to attract and retain talent in a highly competitive employment marketplace, we must develop and re-skill existing staff to respond effectively to the change/transformation agenda; we must develop new ways of working especially with our partners. T Agenda Item 8

5 4. The key principles of Organisational Development. 4.1 The key to successful organisational development is securing ownership throughout the organisation, and being pro-active in identifying what is necessary to make it succeed. Every part of the organisation influences, directly or indirectly, every other part, and we must ensure that we anticipate the impact change has in one area on another. We will- Ensure the outcomes of Improvement Plans become part of the continuing transformation of the organisation, strategically and operationally. Align our behaviours, performance management systems, procedures and structures to deliver the cultural shift required by our vision. Ensure that all our changes are manageable, sustainable and introduced consistently throughout the organisation. 4.2 The OD Strategy provides the framework and makes the linkages between internal and external influences like the Government Pay and Workforce Strategy. This will enable us to manage the development of the organisation in a cohesive, congruent manner rather than treating every initiative as an individual and unrelated issue, which in the past has created silos. 5. Strategic approach. 5.1 Through an integrated approach to organisational development, we will seek to bring about changes in how we do things, rather than just a change in systems, processes and structures. Our aim is to have an organisation that looks different, feels different, and behaves differently our focus will be on: - LEADERSHIP - knowing what type of organisation we want to be and inspiring the steps to get there. CULTURE - developing and practicing the values and behaviours we need to achieve our vision. CHANGE - keeping our vision in our sights and recognising change as a means to achieve it whilst constantly being aware of what is happening around us and the changes we are making, ensuring we shape our ongoing transformation agenda. PERFORMANCE - facilitating the development of our people, their capability and capacity, to gain maximum impact in changing the way we do things. Benefiting from benchmarking where we need to be challenged: - all resulting in improved service performance. COMMUNICATION - recognising that good communications are pivotal to our image and reputation both within and externally to the council and that everybody has a role to play in achieving this. PARTNERSHIP - working with a range of key agencies in the Local Strategic Partnership as well as others who are central to the regeneration and transformation of the borough, accepting that partnership is integral to growth and improvement in a modern local government. 5.1 Our challenges will be in developing new skill sets so we are in a stronger position: - Becoming a planning, commissioning and evaluating organisation rather than a delivery one. Leading a leaner organisation, sharper in its focus on customer and community needs. Working with a diverse range of partners and getting the best T Agenda Item 8

6 out of those relationships. Building capacity that enables the council to deliver its plans 6. Ensuring the council is fit for purpose. 6.1 The council recognises that it is not a static organisation, but one that must continue to evolve and develop, in line with external and internal influences. This evolution means that we must ensure that we are organised and structured in the best way to meet both the strategic and service demands generated or influenced by the local community, which in return influence our overall priorities and objectives. 6.2 The council will investigate, consider and implement smarter ways of working which will bring improvements in terms of service delivery, or greater efficiency, cost benefits, taking every opportunity to secure employee involvement directly and through the Trade Unions. We recognise that to be successful we must not make the change to people, change will only be successful by involving and working with people. We will need to support our employees through Organisational changes, managing risks and anxieties and promoting high performance practices. 7. Implementing the strategy. 7.1 The OD Strategy will be owned by the leadership team. An OD focus group will be established to provide guidance and support to each theme and, therefore, each Executive Director. Each theme will be responsible for drawing up a fit for purpose OD implementation plan. Thematic OD plans will be linked to the council s Strategic Business Planning framework and the Corporate Workforce Plan along with supporting and complimenting Cabinet Forward Improvement Plans. We will also target the development of policies, procedures and guidelines in a way that supports the movement towards a new organisational culture and smarter, more efficient ways of working. 8. Monitoring and evaluating progress. 8.1 This Strategy covers the short and medium term. It will be formally reviewed, on an annual basis, to ensure that it remains fit for purpose and that the issues it covers and the priorities it sets are the right ones for the council, its elected members, its senior management, its employees and, most importantly, the communities we serve in Sandwell. 8.2 Progress towards the aims and objectives of this Strategy will be measured by: Feedback from stakeholders and surveys Formal annual review of OD Action Plan outcomes, supported by continuous monitoring and evaluation by the OD focus group. Progress towards national objectives such as the Improving Working Lives Standard. Feedback from consultation meetings. The results from the Employee Survey, Insight. Formal reporting of progress to the Cabinet Member for Equality and Performance. 8.3 In addition to these methods, a range of assessment tools will be introduced to establish people s feelings about the changes. These tools will include focus groups and one-off surveys on specific aspects of the Strategy. Priorities will vary from year to year as both the internal and external environment changes, and they will be reviewed annually. 8.4 Ultimately, Members and in particular, the Cabinet Member for Equality and Performance, will be the watchdogs of success against the five strands of the councils OD Strategy and action plan. T Agenda Item 8

7 9. Organisational Development Action Plan March 2008 March 2011 OBJECTIVE 1 LEADERSHIP OD Ambition. We will Vision.. What we stand for Success measures Leadership.. Ensure a clear vision for the organisation as well as the type of leaders that we need, (the skills behaviours and attributes) that will help us achieve those strategic objectives. Our leadership team will be visible and will own the OD agenda by creating the climate and fostering an organisational development culture. Attend Forward Together and Managers Forums, cascading key messages to inform employees about what s going on and communicating this in a positive, inspiring way. Develop sustainable ideas and solutions to continue the quest for excellence and grow success. Commit and be accountable for the leadership work programmes as described in the Corporate Business Plan. Doing the right things with an outward-looking corporate view. Develop leadership skills, knowledge and behaviours, enhancing leadership capacity, both political and managerial, using developmental approaches as appropriate, 360 degree assessments, Executive coaching, and others. Ensure an effective appraisal process, Performance Action Planning and Personal Performance Development, which is challenging, meaningful and appropriate. Sandwell leaders inspire the vision, lead from the top, encourage innovation and inspire change modelling positive behaviours. Sandwell leaders tackle the big issues together. Leaders becoming more expert in the skills of adaptive change (engaging hearts and minds) Leaders prioritise engagement and collaboration. Leaders nurture talent through fair talent management and succession planning. Living values as great role models. Demonstrate fairness Leadership is seen as highly important across Sandwell. Managers understand where/what they must deliver Employee Survey results show employees feel they have good leadership. CAA outcomes IiP assessment Peer assessments Owned by Leaders Members EMT JMT TMTs SMTs Agenda Item 8

8 OD Ambition. We will Vision.. What we stand for Success measures Leadership cont Challenge the status quo and ensure the organisation remains fit for purpose. Maintain the full Member Charter for Member Development. Support new and experienced councillors in their efforts to develop the knowledge and skills they need to be effective. Maintenance of the full member charter. Owned by Members Leaders EMT JMT TMTs SMTs Action Plan-Leadership- In order to achieve our ambition and vision the following actions will be implemented into the Theme/Divisions/Unit business planning process this will ensure that not only from an organisation view, individual service needs are at the forefront of our plans to ensure successful people development, drives organisational improvement. Actions Timescales Responsibility Sign-post Influences Agenda Item 8

9 OBJECTIVE 2- CULTURE AND VALUES OD Ambition. We will Vision.. What we stand for Success measures Culture and values. Introduce and embed our desired organisational culture through a set of core values and a framework of expected behaviours, which are communicated and evident across the whole organisation, ensuring they are publicised, understood and modelled by all. Develop policies and procedures that explicitly recognise and reward the behaviours contained within the values. Develop and implement working practices that encourage openness, trust and equal opportunity for all staff and that recognises, respects and values diversity. Ensure all staff, regardless of role, develop a strong customer service ethos in all that they do. Define and develop the approach to organisational transformation and change ensuring close adherence to the council s vision, priorities and values ensuring our customer s needs are at the heart of change. Take every opportunity to secure staff involvement, motivation and encouragement for change with a greater focus on the council s priorities and objectives. Sandwell has a confident can do attitude and approach with a proud and confident culture. Innovation and improvement. An enjoyable, high performing, dynamic working environment, where staff feel valued and proud of the organisation. A mature commissioning enabling capability. Leaders and managers that visibly demonstrate shared vision, priorities, values and behaviours. Demonstration of fairness. Employee Survey results (increased levels of satisfaction) Reduced levels of sickness Acceptable employee turnover Increased number of applicants applying for posts (particularly targeted groups and especially young people.) Good IiP outcomes Owned by Leaders Members EMT JMT CMT TMTs SMTs Agenda Item 8

10 Action Plan-Culture and values In order to achieve our ambition and vision the following actions will be implemented into the Theme/Divisions/Unit business planning process this will ensure that not only from an organisation view, individual service needs are at the forefront of our plans to ensure successful people development, drives organisational improvement Actions Timescales Responsibility Sign-post Influences Agenda Item 8

11 OBJECTIVE 3- COMMUNICATION OD Ambition. We will Vision.. What we stand for Success measures Communication.. To hold an annual council wide communication event for employees (Forward Together) To hold at least 4 Managers Forums a year targeted at the top 300+Managers. Produce regular updates for employees through the Corporate Brief and Sandwell Today. Develop a Communication Strategy that is adhered to. Ensure the top leaders take responsibility for communication through the PAP process. Ensure face- to- face communication processes are developed, ensuring communication is a two-way process and people feel informed, listened to, valued and involved. Communicate a clear vision of where the organisation is going, allowing everyone to play a part in planning for the future. Develop a range of communication tools to ensure the free exchange of information and learning throughout the organisation. Continue to develop effective internal communication interventions and techniques to ensure we get key A commitment to communication, which is viewed as a strategic issue. Everyone understands and can articulate their personal contribution to our Vision, Values and Priorities. Engagement, participation and consultation between leaders, managers and employees in taking the organisation forward. Employee Survey results increased levels of satisfaction.. Reduced levels of sickness Acceptable employee turnover Increased number of applicants applying for posts target groups such as young people. Good rating under CAA Top quartile performance indicators. Good IiP outcomes Agenda Item 8 Owned by Members Leaders EMT JMT TMT s SMT s Communications Unit

12 messages out to all. Actively seek feedback and the engagement of employees and stakeholders about service delivery, development and improvement plans, ensuring employees know how they can contribute to improving the service through a new range of formal and informal networks Provide adequate consultation with employees and trade unions on policies and issues which affect them ensuring they have information on progress as appropriate. Listen to the views of staff (and those of their recognised trade unions) and take them into account Systems are in place to ensure employees and their trade unions feel able to communicate effectively throughout the organisation. Employees have a clear sense of vision, direction and purpose tested through inspection Satisfaction ratings for the Forward Together event Action Plan-Communication In order to achieve our ambition and vision the following actions will be implemented into the Theme/Divisions/Unit business planning process this will ensure that not only from an organisation view, individual service needs are at the forefront of our plans to ensure successful people development, drives organisational improvement. Actions Timescales Responsibility Sign-post Influences Agenda Item 8

13 OBJECTIVE 4- PEOPLE PERFORMANCE OD Ambition. We will Vision.. What we stand for Success measures People Performance Provide a framework for managing change within the broader Sandwell modernisation and transformation agenda. Focus on the council s commitment to developing employees, with particular emphasis on ensuring, managers and employees have the necessary skills to manage change, fulfill new roles, provide effective leadership and deliver high performance. Sustain and as far as possible, improve, the council s performance in relation to Best Value Performance Indicators and local indicators to ensure quality services, achieve business continuity and enhance the image and reputation of the council. Create strong links to Individual Work Plans and Personal Performance Development Plans, so that every employee can recognise how they are uniquely placed to contribute to the delivery of the council s priorities, driving continuous improvement in this area, enabling us to become a learning organisation. Ensure changes made are sustainable and introduced consistently throughout the organisation, developing the skill base of our whole work force in the process. Recognise the heavy reliance placed on its employees in delivering services to the people of Sandwell, appreciating the valuable contribution made by staff and the application of their skills to the success and stature of the authority. Believe in the value of staff harnessed and developed to benefit both the council and its employees and ultimately, our citizens. Recognise the importance of our staff who develop our longterm plans, provide the frontline services to our customers and shape the future of our communities. Career pathways and skills audits that address our skills gaps/shortages. Increased staff satisfaction levels. (Employee Survey) More employees with the right skills in the right place at the right time. Evidence of successful and innovative approaches to learning. Evidence of targeted learning and development through the Learning and Development Strategy Good IiP outcomes Creation of local succession plans. Owned by Leaders Members EMT JMT TMT s SMT s All employees (through the PPD process) Agenda Item 8

14 OD Ambition. We will Vision.. What we stand for Success measures People Performance cont.. Implement policies, which demonstrate that the council aims to be an employer of choice and set the highest standards. Create learning and development opportunities that encourage learning and provide reflection enabling employees to fulfil their true potential. Ensure and commit to a clear development strategy forunder-represented groups in the council (e.g. ethnic minorities, young people) Underpin and facilitate the achievement of the council s corporate objectives and priorities with an approach, which looks after our employees and gains benefits for the organisation. Ensure the OD Strategy actions integrate with the Performance Management Framework and Corporate Workforce Plan, dealing with the wider people issues of succession planning growing our own and generally gearing the council up to improve performance through its people policies. Develop a comprehensive Pay and Rewards Strategy which is based on the principles of equality, fairness, consistency and comparability, and competitiveness, reflecting the nature and level of responsibility throughout the council and providing the necessary incentive and encouragement. Knowledge, skills and talents being managed and used flexibly. Trade Union Learning Representative s nominated and supporting the learning strategy. Develop a culture of learning, through development journals, which help people to reflect on what they have learnt in a positive way. Learning from each other and from best practice and proactively using this to improve what we do. Identify the most vulnerable Divisions and managers early on for support. Using the West Midlands Coaching Pool to support managers achieve their performance goals. Having a council workforce that is more representative of local the local population Agenda Item 8 Leaders, Managers skills developed in talent management. More young people see council as a career opportunity/ employer of choice Good excellent rating under CAA Top quartile performance indicators. Workforce Data Actions taken within the Corporate Workforce Plan Owned by Leaders Members EMT JMT TMT s SMT s All employees (through the PPD process)

15 Action Plan-Performance - In order to achieve our ambition and vision the following actions will be implemented into the Theme/Divisions/Unit business planning process this will ensure that not only from an organisation view, individual service needs are at the forefront of our plans to ensure to people development, drives organisational improvement Actions Timescales Responsibility Sign-post Influences Agenda Item 8

16 OBJECTIVE 5- PARTNERSHIP WORKING OD Ambition. We will Vision.. What we stand for Success measures Partnership working Develop working relationships with our partners to investigate, consider and implement smarter ways of working which will bring improvements in terms of service delivery, greater efficiency and cost benefits. Work in partnership to achieve flexibility and balance in personnel policies and procedures in the interests of both service delivery and the council s employees. Deliver key improvements to local communities in working with neighbouring authorities, local agencies, LSP s and the voluntary and community sector. Develop and maintain a formal partnership agreement with Trades Unions. Use the Partnership Toolkit to ensure we get the best results from our partnerships. Through training and development eensure the council has accountable and competent people working with partners (officer and members). Ensure the ethos and approach to locality working is revived and refreshed to meet the needs of local people. Embed and develop the role of the Executive (Cabinet and EMT) in leading partnership working by establishing fit for purpose governance arrangements. A collaborative and successful LSP in Sandwell that adds benefits to local people. A commitment to regularly. refreshing the direction and vision for partnership working (Sandwell Plan) Delivering services in partnership with a range of agencies including the voluntary and community sectors Delivering an ambitious but achievable Local Area Agreement for with partners. Union Learning Representative s nominated and supporting the learning strategy. A collaborative and consultative style in working with our partners GOWM agree and rate our LAA as good CAA outcomes Fit for purpose Governance arrangements for the LSP Partnerships assessed as good through application of the Partnership Toolkit. Officers and members feel more confident in leading partnership matters. Efficiencies gained through partnership working e.g. strategic partnering with BT/Liberata. Fewer failures to Owned by LSP Board and Executive Cabinet EMT JMT TMT s SMT s Leaders for individual Partnership Themes Agenda Item 8

17 as the lead agency. agree. Action Plan Partnership In order to achieve our ambition and vision the following actions will be implemented into the Theme/Divisions/Unit business planning process this will ensure that not only from an organisation view, individual service needs are at the forefront of our plans to ensure to people development,, drives organisational improvement Actions Timescales Responsibility Sign-post Influences Agenda Item 8

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