People & Organisational Improvement Strategy

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1 People & Organisational Improvement Strategy One Community, One Council - Working Together

2 Contents Page Foreword by the Chief Executive Drivers for Change Building OD Capacity Purpose and Scope Maximising Engagement Delivering Results Supporting Delivery of Vision Why Do We Need a People and Organisational Improvement Plan When We Have a Service Plan? Links With Other Strategies and Plans Learning and Development/OD Framework Gateshead Learning and Development Framework Further Development of the Plan What is Organisational Development (OD) What Can OD Help You With? OD Contact Officers POIS Contact Officer People and Organisational Improvement Strategy - Delivering Results Through People 1

3 Foreword by the Chief Executive Gateshead developed its first People and Organisation Improvement Strategy in January 2006 with a view to connecting people management and development and organisational improvement, and delivering results through people. The strategy, developed in consultation, is a key lever for culture change, capacity building and performance improvement within the Council. It supports delivery of Vision 2030 and Council priorities by: Developing a flexible, agile, 21st Century organisation that delivers efficiency, value for money and continuous improvement Making sure: The organisation continues to grow and develop and is fit for purpose Gateshead is a good place to work We recruit the best people with the right skills who are passionate about working in local government We build capacity, give people the right skills to perform well in their role and deliver excellent services for the people of Gateshead Harness energy and creativity, recognise achievement and create opportunities for people to realise their potential Strengthen communications and engagement and Develop a learning organisation The Strategy is a living document and considerable progress has been made in the last two years. The Council has now been rated as Four Star Improving Strongly in the last CPA Assessment. Investing in and engaging with our people, and developing the OD Service has contributed significantly to that. Your involvement in driving step change is key. We need your energy, enthusiasm and ideas if we are to resond to the challenges ahead. I would encourage you get involved in the various events focus groups and networks and share your views. People and Organisational Improvement Strategy - Delivering Results Through People 2

4 Drivers for Change Public sector organisations face similar challenges in terms of recruiting motivating, developing and retaining good employees; the need to deliver joined up person centred services, work more effectively in partnership, deliver efficiencies and value for money while responding to the needs of the inspection regime. Rising customer expectations, demands for faster, easier access pose new performance challenges. Old solutions to new problems are no longer effective. We need to raise our collective game if we are to deliver real and lasting change. This means developing high performance cultures, learning organisations, shifting the focus from service delivery to service transformation and excellence: boosting capacity, maximising the cross fertilisation of ideas, pooling resources and sharing knowledge and skills across sector. The move to CAA, LAA s and MAA s reflects the need for stronger collaboration and will help reinforce these key principles. The pace of change and the degree of complexity, ambiguity and uncertainty is ever increasing. 21st Century Councils will look and feel very different: 20th Century Council Hierarchical Centralised Centralised targets and priorities Bureaucratic Deliverer Service Focussed Competence Outputs Doing Directing Working Harder 21st Century Council Flat Devolved Locally negotiated agreed priorities Streamlined Commissioner Area Focussed Excellence Impacts Enabling/Commissioning Facilitating Working Smarter Managers are also required to address new challenges such as climate change, globalisation, provide inspirational, engaging leadership that persuades people to go the extra mile. Leadership and management development and capacity building are important elements of this strategy, as results are delivered through people People and Organisational Improvement Strategy - Delivering Results Through People 3

5 Building OD Capacity The Local Government White Paper, the Tavistock Report and the Pay and Workforce Strategy all emphasise the importance of leadership, culture change and organisational development in terms of delivering step change and performance improvement, yet the LGA reports 72% of Councils have insufficient Organisational Development (OD) capacity. Transforming the OD Team into a Service that sits at the heart of organisational improvement was an integral part of this Strategy - see page seven. Purpose and Scope This Strategy outlines the Council s approach to connecting People Management and Development and Organisation Improvement with a view to maximising outcomes for the people of Gateshead. This is an integrated Strategy designed with cumulative effect in mind. Many of the projects in the POIS Action Plan are mutually re-enforcing. The Strategy is supported by an action plan, the six key themes of which were developed in consultation and are essentially about creating and sustaining a high performance culture. Leadership, Learning & Development Communications & Engagement Culture Change & Performance Improvement Capacity Building Organisational Learning & Knowledge Management Joint theme leads encourage synergy, corporate working and a focus on the soft as well as the harder side of change. People and Organisational Improvement Strategy - Delivering Results Through People 4

6 Maximising Engagement The POIS Steering Group (a subset of Strategy Group) was established to get OD and HR issues on the top table and ensure consultation from the outset on proposals. The Steering Group ensures relevance, added value, a focus on priorities and manages risk. The POIS Strategy and Action Plan are reviewed annually in the context of priorities and drivers for change. Managers and employees at all levels are actively involved in this process and consulted on the range of POIS initiatives. Strong links exist between the POIS Steering Group and the Head of Service Network, Equalities Network, Communication, Learning and Development Network. Delivering Results Implementation and impact of the Strategy is monitored annually by Strategy Group and the POIS Steering Group using evaluation techniques and OD metrics. Supporting Delivery of Vision 2030 The strategy, developed in consultation, is a key lever for culture change, capacity building and performance improvement within the Council and supports delivery of Vision 2030 and Council priorities by developing a flexible, agile, 21st Century organisation that delivers efficiency, value for money and continuous improvement by making sure: The organisation continues to grow and develop and is fit for purpose Gateshead is a good place to work We recruit the best people with the right skills who are passionate about working in local government We build capacity, give people the right skills to perform well in their role and deliver excellent services for the people of Gateshead We harness energy and creativity, recognise achievement and create opportunities for people to realise their potential We strengthen communications and engagement and Develop a learning organisation Why do we need a People and Organisational Improvement Plan when we have a Service Plan? The People and Organisational Improvement Plan illustrates only corporate strategic projects. Service plans are broader and include operational and service based activity. People and Organisational Improvement Strategy - Delivering Results Through People 5

7 Links with Other Strategies, Policies and Plans Achievement Identifying Actions Partnership Plans and Development Three Year Service Plans Corporate for Sustainable Community Strategy Vision 2030 Gateshead s Sustainable Community Strategy Three Year Delivery Plan and Themed Strategies and Resources Plan Plans to Deliver Priorities Local Area Agreement and Area Plans) (eg Children and Young People s Plan People & Organisational Improvement Strategy This strategy informs and is informed by: Local Government Workforce Strategy Children s Workforce Strategy and Young People s Plan Communications Strategy Corporate Learning and Development Plan Equalities Policies and Plans Human Resources Strategy Learning and Development Plan Workforce Development Plan Workspace Accommodation Study The flowcharts overleaf shows the learning and Development and OD interventions support delivery of Vision People and Organisational Improvement Strategy - Delivering Results Through People 6

8 Learning and Development/OD Framework People and Organisational Improvement Strategy - Delivering Results Through People 7

9 The Gateshead Learning and Development Framework Member Development See Members Guide to Learning and Development Strategy Group/Directors Heads of Service Middle to Senior Managers Middle Manager First Line Manager All Employees Master Classes Building capacity to think strategically Some examples: PSA Events Internal Events Transformational Leadership Diagnosing and Managing Strategic Leadership Organisational Culture Strategic Thinking/Turning Future of Local Government Strategy into Action Networking Partnership working Innovation and Creativity Managing Strategic Change Essential modules for new managers Achievement & Development Modules - Skills for A&D/Setting Objectives & Supporting Personal Development/ Handling Challenging Appraisal Situations Feedback Skills Customer Service Managing Absence How to Induct Health & Safety Recruitment & Selection Supporting & Developing Others Stress Management Personnel Policies and Procedures Managing Change Competency based development Workshops, Work Based Activities, e-learning and flexible learning resources PSA Mentoring Scheme Modern Gateshead Management: Personal Impact, Leading & Developing Others, Focusing on Results, Organisational Context Personal and Team Development Personalised Executive Coaching HOS Network HOS Briefings Optional Post Graduate Certificate in Managing Public Services Institute of Leadership & Management The Role of Team Leader, Developing Yourself, Effective Communication, Planning & Organising, Dealing with Change, Developing the Team PSA Prospectus Professional Qualifications & NVQs Tailored programmes for service management teams A range of key skills for middle to senior managers eg. Project Management Risk Awareness Managing Change Local Government Finance Budget Setting Managing Capital Expenditure Procurement Political Awareness Community Engagement Community Leadership Service Improvement and Efficiencies Introduction to VAT Audit & Fraud Introduction to Treasury Management Value for Money and Efficiency Corporate Health & Safety EXTERNAL COURSES/PROFESSIONAL QUALIFICATIONS Induction Skills for Life Equalities Customer Service Health & Safety Induction People and Organisational Improvement Strategy - Delivering Results Through People 8

10 Further Development of the Plan Progress against the People and Organisation Improvement Strategy is reviewed annually by the People and Organisation Improvement Steering Group and Strategy Group. Employees at all levels are involved in shaping direction of travel on a regular basis. Further Development of the plan will also be informed by key drivers for change, outputs of workshops, the results of the Employee Attitude Survey and future inspections such as CAA, customer satisfaction and performance data. What is organisational development (OD)? A common misconception is that organisational development is mainly about training and development. In its broadest sense organisational development or organisational improvement is really anything that results in significant improvements to business performance, facilitates achievement of an organisation's vision ambition and priorities. OD responsibilities OD are responsible for workforce development, culture change, capacity building and organisational development in Gateshead. The Council s Organisation Development Service is based within the Civic Centre. The team: Work with Strategy Group and employees at all levels to determine the sort of Council culture and leadership we need for the future. Continually review organisational health and performance and help determine the extent of change required. Build capacity, develop the knowledge skills of the workforce to equip people to be able to perform effectively in their roles, now and in the future. Develop corporate strategic change initiatives - that facilitate achievement of Vision 2030 and Council priorities and lay the foundations for a high performance culture ( for example workforce development, leadership and management and development, culture change, capacity building, succession planning and talent management; mobile working, efficiencies/ use of lean techniques; communications and engagement; strategies for creating a high performance culture, A and D the values and the competency framework, Employee Survey; recognition (Star Awards); organisational learning. Work with Groups and Services to help them develop their teams and improve performance, customer satisfaction and deliver efficiencies. Commission and manage the delivery of corporate learning and development provision. Design and deliver customised learning and development programmes linked to delivery of the Council s key priorities/culture change and partnership events. People and Organisational Improvement Strategy - Delivering Results Through People 9

11 What can OD help you with? Workforce, leadership and management development Identifying and addressing training needs- developing an effective training plan Induction Developing self awareness, implementing 360 degree appraisal/a and D Culture change/change management initiatives (e.g: Developing the Roadmap for the Children s Trust, Building on Success Programme in LES aimed at clarifying the vision/priorities developing strategies for being leaner and keener, new approaches to Neighbourhood working etc) Process mapping lean techniques and delivering efficiencies Changing values attitudes and improving morale Responding to the findings of the Employee Survey Access to coaching and mentoring/ building coaching mentoring capacity Talent management and development Engaging employees on key issues, service planning restructuring etc Developing Future Business Models Building capacity to deliver efficiencies/ engaging employees in the efficiencies agenda Mobile working Recognition Service/performance improvement/continuous improvement/evaluation OD Contact Officers OD Contact Officers have now been identified for each Group who can provide support with the above, please see the table below. Group OD Representatives Group Directors Mgmt Teams Caroline Patterson ext 2218 Chief Executive s Dennis Burnett ext 2961 Learning & Children Julian Bird ext 2951 Development & Enterprise Paul Brooks ext 3821 Community Based Services Margaret Butt ext 2998 Susan Hanson ext 2979 Local Environmental Services Eddie Corr ext 2276 Finance & ICT Jim Dryden ext 2216 Legal & Corporate Services Naju Khanom ext 2081 PSA Jackie Stafford ext 2285 OD Support Team Sue Hall ext 2077 Joanne Henry ext 2892 Alan Ross ext 8276 Kirsty Wright ext 2284 Janet Johnson ext 2736 Your OD Contact Officer will also work with an identified person in your service to develop a tailored OD plan. This will help you maximise performance and ensure POIS/culture change initiatives are being embedded. People and Organisational Improvement Strategy - Delivering Results Through People 10

12 POIS Strategy Contact Officer If you have any queries regarding the People and Organisational Improvement Plan or Strategy, or would like to submit reports to the POIS Steering Group, please contact Caroline Patterson, Head of Organisational Development on extension People and Organisational Improvement Strategy - Delivering Results Through People 11

13 Produced by Organisational Development Gateshead Council October 2008

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