Organisational Development Strategy

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1 Organisational Development Strategy

2 Document Control Document Title: Organisational Development Strategy Summary Publication Date July 2015 Related Documents Corporate: Corporate Plan , Corporate Plan , Medium Term Financial Strategy , Workforce Strategy, Personnel Policy Framework, Communications Strategy, ICT Strategy, Customer Strategy, Greater Manchester Strategy and Greater Manchester Combined Authority Communications Strategy Service: Children s Workforce Strategy, Children s Social Care Workforce Strategy Strategy Owner (Name/Position) Strategy Author (Name/Position) Applies to Julian Massel, Interim Head of Customers and Corporate Services Joanne Platt Corporate Improvement Partner All Council services, elected members and staff Review of Strategy Review Date Annual refresh in April 2016 to ensure alignment with Corporate Plan and continued alignment with the Greater Manchester Strategy. 1 P a g e

3 Section Contents Page No. 1 Introduction and context 1.1: Re-building the Council for Key aims 2.1: Review of Organisational Development Strategy Corporate vision and priorities 3.1: Linking with the sub-regional agenda Organisational values 10 5 Developing the Council to deliver our vision 10 Improving customer focus Improving value for money Building leadership and organisational capacity Service transformation and delivery 6 Implementation, governance and review 6.1: Measuring success Action Plan for Further information and key contacts 32 2 P a g e

4 1.1: Rebuilding the Council for The Council is creating a new style organisation that is different and more agile from the one that existed before. We are exploring opportunities to do things differently, examining the way we work, the way we deliver high quality customer based services and the way we behave with a focus on the efficient and flexible use of our resources. Success will depend on an organisational culture that rewards talent and success, empowers and enables people, and an environment that promotes and provides work-based learning that gives people the confidence to take decisions where it is necessary and appropriate to do so. The new shape of the Council has been developed following a full assessment of the national and local context, financial situation and statutory requirements 1. This includes additional opportunities challenges and responsibilities arising from the Greater Manchester Devolution Agreement and the new Greater Manchester Combined Authority. Delivering our priorities within significant financial constraints requires us to transform our approach to service delivery and the way we work. The principles that will underpin this transformation are summarised below. We will continue to deliver the high-quality universal services and facilities that our communities have confirmed are essential to maintaining a good quality of life. To do this, we will target our work to achieve the best possible outcomes for the money available to deliver our priorities. We will rigorously evaluate what we do, and reinvest resources as necessary towards the achievement of priority outcomes. All services will strive for leaner delivery, providing the best possible value for money as we continue to improve and streamline the way we work. Critical services (Adult Social Care and Children s Social Care) will achieve the best possible outcomes at the minimum level and cost possible. We will continue to invest in services and facilities that promote independence and prevent the escalation of need to reduce the dependency on core social care services and reduce demand whilst improving the quality of life for those who are most vulnerable. We will work towards having a higher-quality, fit for purpose workforce. We will have fewer staff but they will need to have higher skills, be more productive and be properly paid and well supported. We will only use specialist and professional staff where it is essential and we will buy in high level expertise when appropriate. Staff will be used more flexibly across the organisation. 1 Vision and Blueprint for P a g e

5 We will become an employer of choice, attracting high numbers of high-calibre candidates for vacant posts and retaining staff with the skills and expertise we need for a sustainable future. We will proactively manage the talent we have and build this into our approach to succession planning for the future. We will have reduced the level of assets we employ and will use those we have retained more flexibly to deliver high-quality and efficient services. We will continue to make better use of ICT to enable better and more efficient ways of working. We will commission from other organisations where it is appropriate, and where we can achieve the same or better outcomes at reduced cost, with a focus on social enterprises, and we will actively seek to commission jointly with other public service agencies. We will look to our citizens and communities to help to achieve outcomes through community responsibility and volunteering where this is practical. We will be proactive in engaging with change, leading and empowering the workforce and local communities, and managing the uncertainty that change inevitably brings about. We will move towards a whole systems approach to leadership, risk management and change, using clear and costed business cases with an evidence base for what we do and plan to do. We will embrace the principles of Public Service Reform in all that we do. This strategy provides an overarching framework for the whole organisation. It sets out how we will develop the Council as a whole to deliver its vision in the above context. It builds on existing arrangements, providing an overarching approach structured around fourthemes, to set the scene for a range of interventions that will not only support the organisation through the next period of change, but will also seek to engage, support, empower and encourage innovation throughout the workforce. Its key aim is to inform directorate activity. Implementation will mostly take place on a directorate level appropriate to the service need. However, some activities will be developed and delivered on a corporate basis where a standardised approach is preferable or will provide better value for money. Where it makes sense to do so, we will work collaboratively with other councils and partners in the sub-region. This will include the sharing of resources and skills towards the provision of integrated, coordinated and sequenced services, and where appropriate, the development of or contribution 4 P a g e

6 towards delivery and evaluation of cross-boundary piloting of new models of service delivery to bring about public service reform in our sub-region. Communication with our workforce is key to this as we develop our staff and their networks to be ambassadors for Greater Manchester as well as for Rochdale. 5 P a g e

7 The key aims for this strategy are set out below: To maintain a focus on empowered customers and communities To ensure that services provide value for money To ensure that we have the right people with the right skills in the right place at the right time to achieve this To ensure we are seen as an employer of choice To have a workforce that is representative of our local population To exploit technological developments to improve access to services and to create efficiencies To further embed lean delivery and continuous improvement into the way we work To have a highly motivated and productive workforce This strategy recognises the connection between the effective management of resources, robust governance and organisational effectiveness to deliver the Council s vision. It therefore focuses on systems and processes that develop and empower people (both staff, partners and communities), rationalises the use of resources and exploits new and emerging technologies to bring about change. 6 P a g e

8 Our Organisational Development Strategy for set out what we wanted to achieve in that period, and our progress towards this is shown in the table below Strategy Themes We said we would have We did Structure Effective structures within the council and within services to facilitate joint working and an end to silo thinking across the council and services Effective partnership working through effective governance policies and procedures Flatter management structures More cross-cutting work through a new Governance Board Membership and governance of significant partnerships reviewed Re-structured services and completed a senior management review Systems, policies and procedures Effective use of available technology Modern efficient systems and processes Connected Council Programme in place Shared Values & organisational culture Style, Management Practices & Leadership Staff motivation, work unit climate A culture that is based on our values where every member of staff, leader and members demonstrate and live our values every single day Enabling, enterprising and adaptive political and managerial leadership throughout the council Managers competent in all matters relating to Finance Performance, Quality and Staff A motivated workforce An empowered workforce Working relationships that build trust, productivity and a positive focus A climate of innovation that enables ideas to be generated and implemented Worked with staff to develop the behaviours that underpin the Rochdale Way Middle Managers programme covering Performance, Operations, Purpose and People Finance sessions on Financial Awareness Values and Behaviours framework Most directorates have Management layer meetings that look at service delivery in the context of current changes 7 P a g e

9 Strategy Themes We said we would have We did Skills, task requirement and individual skills and abilities Strategy, mission and strategy, external environment A skilled workforce ( including members) An adaptable and flexible workforce Understanding and interpreting the external drivers and recognising their real and potential impact on the Council Effective mechanisms for understanding borough s needs Effective translation of needs into council and partner outcomes/ objectives Effective service planning whereby services plan their activities in line with council priorities and objectives. Clear understanding of the Council s vision and aims. Members training programme including induction for new Members Resilience sessions for staff Consulted widely on savings proposals and priorities and developed a blueprint which set out where we wanted to be in New Council vision and priorities based on need New Corporate Plan for and Revised performance management framework incorporating directorate and service planning underpinned by routine and robust scrutiny 8 P a g e

10 Section 3: Corporate vision and priorities Our vision and priorities are set out in our Corporate Plan Success is monitored through a suite of proxy performance measures (KPIs) reported to the Leadership Team each quarter, and a shorter suite of KPIs contained in a Performance Dashboard reported to Cabinet and Overview and Scrutiny Committee at the end of each year. Following the signing of the Greater Manchester Devolution Agreement in November 2014, the Council is an integral part of the Greater Manchester Combined Authority (GMCA). Greater Manchester is at a critical stage in the delivery of its strategic ambitions. The refreshed Greater Manchester Strategy (Stronger Together) sets the sub-regional policy agenda until The strategy identifies a series of strategic priorities that will promote growth and secure radical public service reform across Greater Manchester to deliver the prosperity that we seek for all of our citizens and in all of our places. The Greater Manchester Devolution Agreement represents a major transfer of power and responsibilities from Central Government to Greater Manchester alongside governance changes. These powers will position local authorities to undertake their place shaping role to create high quality places that attract and retain more productive people and businesses and reform the way that public services are delivered to improve outcomes for local people. Our ambition is for Greater Manchester to become a financially self-sustaining city, sitting at the heart of a Northern Powerhouse with the size, assets, connectivity, skilled population and political influence to rival any global city. Effective communication will be critical to support the successful implementation of this agenda, to ensure that the GMCA is able to engage with its constituent authorities, employees, central government, partners, businesses and residents in the implementation of a series of interventions that will deliver the vision for Greater Manchester. Raising awareness and promoting the role of the GMCA in driving growth and reform will require a stronger and more intelligently coordinated communications resource. As awareness of the GMCA increases, more effective support must be provided to portfolio holders to enable them to convey key messages in relation to the policy agenda that they are leading. Critical to this is the engagement of employees within each local authority and partner organisation to ensure that they understand their role in delivering change. 9 P a g e

11 Section 4: Organisational values The Rochdale Way sets out the values and behaviours that influence the way we operate and the choices we make. Living these values and behaviours helps us to work in a supportive environment with suitably skilled staff who are equipped and motivated to deliver the best service to our customers. We will review the values in to consider them against existing and emerging priorities. Section 5: Developing the Council to deliver our vision The four broad themes that underpin this strategy are shown below. Improving customer focus Improving value for money Building leadership and organisational capacity Service delivery, improvement and transformation These themes are inter-related and the systems and processes that underpin them are often the same as those identified under other themes i.e. we make use of new technologies to improve customer focus, to improve value for money and in service transformation and delivery. The following pages summarise the things we are already doing under each theme and the additional things we will do over the life of this strategy to bring about further changes and improvement. 10 P a g e

12 Surveys Complaints monitoring Spot-checks and mystery shopping National user surveys Review Customer Care Strategy Review of FOI and complaints policies and processes Website development and channel shift Review of customer and community access to services Maximise use of web-based and digital media for communication, information and for accessing services Digital Inclusion Strategy Advice and information Place branding Review external communications Refresh organisational values and the staff behaviours that underpin them 11 P a g e

13 Lead finance officers supporting named directorates Regular budget monitoring and reporting Financial training Corporate commitment to effective financial management Wider use of benchmarking data to improve VfM Annual budget-setting process Budget scrutiny sessions Roll out IT Strategy Guiding Principles across the organisation IT Strategy Guiding Principles Connected Council Programme 12 P a g e

14 Flatter structures implemented across all services Advanced practitioner posts Member induction Member training Make better use of existing trained coaches and mentors across all services Coaching and mentoring used in some services 13 P a g e

15 Staff induction Corporate training programme including mandatory training and e-learning Staff Lunch and Learn sessions MyLearning on MySite Continuing Professional Development (CPD) Virtual College Review and refresh approach to corporate and service induction for new staff and elected members Make better use of staff lunch and learn sessions Expand range of learning available via e- Learning Promote use of MyLearning across all service Casework and practice sessions Identify availability of existing action learning facilitation skills across all services and promote and roll out action learning across all services and as a corporate resource Virtual teams Skills audit Roll out Talent Management and make better use of key skills to deliver core projects 14 P a g e

16 Recruitment and retention action groups Training on use of competency based recruitment (job design, employee specification, shortlisting, interviewing and recruitment) Refresh staff survey Use of competency based job descriptions and employee specifications for all new posts Support for newly qualified staff (i.e. ASYE Programme for newly qualified social workers) Graduates and apprentices in some services Make better use of graduate placements and apprenticeships Use graduates and apprentices more flexibly across the organisation to enhance their skills and utilise specialist skills Workforce planning linked to development of directorate and service plans Equality monitoring in all services 15 P a g e

17 Myers Briggs Type Indicators (MBTI) model used in some services to aid the development of teams CPD Roll out succession planning for all senior and specialist posts Review of management skills sets support for wider spans of control and wider staff empowerment 1st Line Manager training Quarterly staff conferences in some services Team meetings Team briefings Staff focus groups meetings with Directors Shadow Boards i.e. in Children s Services Review internal communications methods and practice across all services and roll out best practice including routine staff conferences across all services Celebration events and reward and recognition arrangements in place in some services Corporate recognition scheme / awards to be developed building on arrangements that exist in some services and best practice from other organisations 16 P a g e

18 Employment related policies Policy Centre Complete the review of all employment related policies and procedures Embed use of Policy Centre as a tool for all staff and elected members Staff health and well-being group established in some services Roll out staff health and well-being groups across all services 17 P a g e

19 Corporate planning process Directorate and service planning process Improvement frameworks within some services Review of corporate planning timetable and process Roll out corporate improvement frameworks across all services Corporate performance dashboards Directorate plan monitoring Review of service KPIs by Directorate Senior Management Teams Performance Development Reviews (staff appraisal) Supervision / staff 1-1s Support for newly qualified staff (i.e. ASYE Programme for newly qualified social workers) Senior management Team meetings QA frameworks in some services Review corporate performance dashboard Link Performance Manager System to My Site Develop Management Accountability Framework and managers Calendar to bring together core management activities into a single co-ordinated process Develop ICT based tool for the PDR process Statutory / mandatory training and CPD Corporate risk register Directorate and service risk registers Monitoring of high-level risks Develop corporate assurance framework Additional training on use of Performance manager System to record and review risks 18 P a g e

20 Transformation Fund Pilots Networking and benchmarking Joint work with other authorities Literature Club to aid critical appraisal of research Roll out the routine use of benchmarking and other data and information across all services Explore further opportunities for staff and elected members to network to inform new approaches to service delivery and opportunities for sharing and learning Roll out Literature Club approach to all services SharePoint Policy Centre Digital Steering Group Information Steering Group Information and Intelligence Steering Group Embed use of pilot information hubs to inform priority setting and transformation activities Embed use of Policy Centre and SharePoint as a core corporate tool Business case rationalisation for ICT based projects Roll out use of business cases to support prioritisation and the allocation of resources across all services Roll out Talent Management and make better use of key skills to deliver core projects 19 P a g e

21 Digital Access Strategy Connected Council Programme IT Refresh programme 20 P a g e

22 We will take every opportunity to involve staff directly and through trade unions in developing approaches, systems and processes and in implementing the changes that this strategy will bring about. The strategy will be owned by the Council s Leadership Team, implemented by services and monitored through the Council s Governance Board. The Strategy will be reviewed on an annual basis alongside the annual budget process and refresh of corporate priorities. Success will be measured by a suite of key performance measures as proxies for improved customer and staff satisfaction as shown in the following table. 21 P a g e

23 Theme Success Criteria Source Improved customer satisfaction with council services TBC Fewer complaints about council services Quarterly complaints data Council spend kept within budget Financial system Savings and efficiency targets met for all services Financial system Benchmarking data demonstrates VfM being achieved TBC Delivery of the Corporate and Directorate Plans Performance Manager system Values and behaviours are recognised by staff Staff survey Values and behaviours are evident across the organisation Staff survey Staff are satisfied with the Council s leadership Staff survey Staff satisfaction with working here improves Staff survey 22 P a g e

24 Theme Success Criteria Source A higher proportion of successful internal candidates for council jobs Recruitment figures Higher number of external applicants for council jobs Recruitment figures Less staff turnover Leavers data Less short and long-term sickness absence Sickness absence data Member satisfaction with learning and development opportunities Member survey Business critical programmes achieve targets for the year Performance Manager System All key performance indicators (KPIs) are improving Performance Manager System Positive outcomes from inspections and peer reviews Reports to Leadership Team 23 P a g e

25 Theme Action Responsibility Target for completion Develop new Customer and Community Access Strategy and action plan Develop Digital Inclusion Strategy and action plan Review customer care standards and develop new Customer Care Strategy and action plan Develop Customer Insight, Engagement and Feedback Strategy and action plan Head of Community Services Head of Community Services Head of Community Services Head of Community Services End-October 2015 End-October 2015 End-October 2015 End-October 2015 Roll out Place branding to create a sense of identity for residents and communities Head of Communications End-September 2015 Review FOI and complaints policies and processes Head of Communications End-November 2015 Review external communications methods and processes Head of Communications End-October P a g e

26 Theme Action Responsibility Target for completion Review existing uses of and maximise web-based and digital media for communications and promotion of the Borough Head of Communications End-February 2016 Review, refresh and promote organisational values and the behaviours that underpin them Head of HR End-March 2016 Review approach to value for money (VfM) within services, including the use of benchmarking data to identify best practice to improve VfM Head of Finance End-March 2016 Identify existing resources with coaching and mentoring skills and develop database to match staff to coaches / mentors Head of HR End July 2016 Promote coaching and mentoring as a tool for learning and development within the annual PDR process and roll out across all services and levels Head of HR End-September 2016 Review and refresh existing induction arrangements (corporate and within services) and develop approach to monitor that induction is routinely taking place Head of HR End-March P a g e

27 Theme Action Responsibility Target for completion Review existing use of staff lunch and learn activity and widen this approach to additional learning topics and wider audiences (including for elected members) Head of HR End-March 2016 Undertake training needs analysis (from PDRs) and identify and develop new e-learning modules to address some of these as appropriate Head of HR End-July 2016 Promote use of MyLearning (on MySite) to record training Head of ICT End-December 2015 Undertake organisation-wide skills audit to identify people with skills in leadership, coaching and mentoring, action learning facilitation, customer service and project management Head of HR End-July 2016 Promote use of action learning across all services Head of HR End-September 2016 Use skills audit to support the organisation to maximise the use of talent to deliver key corporate projects and to facilitate cross-directorate / service secondments Leadership Team with corporate support from OD Team End-September 2016 and ongoing 26 P a g e

28 Theme Action Responsibility Target for completion Develop corporate approach to competency based job descriptions and employee specifications Head of HR End-July 2016 Provide training on use of competency based recruitment practices Head of HR End-September 2016 Undertake a comprehensive staff survey Head of HR End-March 2016 Develop a scheme for graduate and apprenticeship recruitment including career pathways for post-holders to transfer between services to develop and utilise specialist skills Head of HR End-June 2016 Develop a corporate approach and toolkit to aid workforce planning linked to the development of directorate and service plans and implement in all services Head of HR End-August 2016 Undertake an audit of senior management and specialist posts to identify vacancies that are likely to occur over the forthcoming 18-month period Head of HR End-June P a g e

29 Theme Action Responsibility Target for completion Develop and / or procure a programme for aspiring managers and leaders to provide them with the skills for career advancement within the organisation Head of HR End-September 2016 Undertake an audit of internal communications practices and develop a best practice guide to guide directorates and services, including mandatory practices that all services must adhere to Head of Communications End-March 2016 Develop and implement reward and recognition scheme for elected members, staff, volunteers, carers (including foster carers) and community champions Head of HR End-July 2016 Complete the review of all employment related policies and procedures Head of HR End-March 2016 Work with all services to ensure the Policy Centre is accurate and up to date and its use is embedded in all services Head of Information and Business Solutions End-December 2015 Undertake an audit of the use of staff health and wellbeing groups to identify best practice and roll out across all services Health and Well- Being Group End-May P a g e

30 Theme Action Responsibility Target for completion Develop a clear training policy Head of HR End-March 2016 Review corporate planning timetable and process to improve its alignment with the budget process and resident consultation Head of Information & Business Solutions End-August 2015 Undertake an audit of improvement frameworks in place in all services and develop a best practice model for use in services where improvement frameworks are not in place Head of Information & Business Solutions End-March 2016 Review corporate performance dashboards to align with priorities for Head of Information & Business Solutions End-July 2015 Link the Performance Manager System to MySite and roll out its use for routinely recording and reporting key performance data and the review of risks Head of Information & Business Solutions End-December P a g e

31 Theme Action Responsibility Target for completion Develop a management accountability framework and managers calendar to streamline core must-do management activities into a single process Head of Information & Business Solutions End-March 2016 Refresh the existing Performance Development Review (PDR) process and 1-1 process and re-issue guidance and forms utilising an ICT based solution Head of HR End-December 2016 Develop a corporate assurance framework from the existing risk management framework and start routine reporting to Audit and Safeguarding Committee Head of Internal Audit / Risk Manager End-March 2016 Review and refresh the list of existing risk champions and provide additional training on the use of the Performance Manager system for the recording and reviewing of risks Head of Internal Audit / Risk Manager End-October 2015 Undertake an audit of existing professional networks that are in regular and routine use across all services (including by elected members) to identify duplication and any missed networking opportunities that will help to drive improvement activities Head of HR End-March P a g e

32 Theme Action Responsibility Target for completion Develop an ICT based solution for sharing research and learning widely across the council, based on existing practice used in some services i.e. Literature Club Head of ICT End-March 2017 Evaluate the impact of the pilot cross-directorate Information Hubs and use a model for improved sharing of information Interim Head of Customer and Corporate Services End-March 2016 Evaluate the impact of SharePoint as a tool for information sharing and embed its use more widely across all services Head of Information & Business Solutions End-September 2016 Develop a programme management approach using business case rationalisation for delivery of all business critical programmes of work, based on the model already in use for ICT-based projects Interim Head of Customer and Corporate Services End-March P a g e

33 Further information about this strategy can be obtained from the Corporate Organisational Development Team and / or Directorate Organisational Development leads as follows: Who Contact Name: Fiona Nuttall E: T: Name: Fiona Nuttall E: T: Name: Janet Ainscow E: T: Name: Fiona Nuttall E: T: Name Len Windle E: T: Name: Carolyn Jackson E: T: Name: Wendy Meston E: T: P a g e

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