Organisation Effectiveness: creating agility, flexibility and high performance. David Johnson West Midlands Fire Service

Transcription

1 Organisation Effectiveness: creating agility, flexibility and high performance David Johnson West Midlands Fire Service

2 Organisational effectiveness Creating agility, flexibility and high performance David Johnson, Director of Human Resources West Midlands Fire Service 27 September 2012

3 Today s presentation Overview of the West Midlands region and community profile, Our key drivers to organisational effectiveness, Facing up to the challenges, Our success: outcomes.

4 West Midlands Region

5 The Challenge - What they said! Conclusions and Recommendations from the Audit Commission and the Local Government Association 2005/06: substantial challenges in embedding appropriate behaviours at all levels of the organisation there is clear evidence across the organisation of a loss of confidence with regard to its capacity to drive forward the necessary programme of cultural change and organisational development. The Fire Authority is not well placed to deliver consistent services to all groups within its communities

6 Key drivers to Organisational Effectiveness STRATEGIC ALIGNMENT LEADERSHIP OUR VISION STRUCTURES & SYSTEMS BUSINESS CASE CHANGE INTERVENTIONS & ACTIVITIES Employees & Communities

7 Our Vision Making West Midlands Safer Our objectives 1. Engage employees so that they understand the relationship between E&D in our service delivery work and how it can ultimately save lives! 2. To build leadership capability and provide employees with a range of learning and development interventions, so that they are equipped with the understanding of diverse communities and their needs. 3. Reduce the level of risk to vulnerable people and communities through the development of the right people systems.

8 How We Were Perceived Water Squirter Cure Better Than Prevention Cultural Isolation This is My Part Time Job Bars, Beds and Snooker (Billiards) Cuthbert, Dibble and Grubb

9 How We Were Perceived

10 How We Were Perceived

11 Making West Midlands Safer

12 Key driver: Business case Correlation between demography and risk. Across West Midlands; Black African, Caribbean, Black British households make up 4% of the population, yet they have 13% of accidental dwelling fires. Single parent households in Dudley make 5.5% of the population yet they have 10.5% of accidental dwelling fires. People over 65 make up 16% of the population fires but have 57.6% of the fire deaths.

13 Prevention is better than cure Our best chance to save a life.targeted for the vulnerable

14 Key driver: leadership People Objective - developing leadership capability at all levels: Leadership Capability programme. Development programmes: situational leadership / Common purpose. Transformational programme led by managers at all levels. Assessing ourselves against Investors In People standard. Active partnership working across the region.

15 Key driver: Change Interventions Improved Employee Engagement Employee Opinion Survey 2009, 2011: 2 year employee engagement & awareness campaign. Led to more visible leadership, Station/ teams visits, management meetings filmed. Directorate planning days using appreciative inquiry (4D s). New website and changes to intranet More stakeholder involvement in projects.

16 Key driver: Collaboration

17 Key driver: Collaboration Product Media Place

18 Key driver: Collaboration

19 Key driver: Change Interventions IPDS: Integrated Personal Development System Clear processes to select the right people, Promote continuous personal and organisational development. Personal Qualities and Attributes and Behaviour anchored ratings. Positive use of work place assessment and development plans.

20 IPDS for Support Staff Aligned to The Plan Clear career paths Framework for development Measurable expectations & deliverables.

21 Key driver: Change Interventions Recruitment of BME people and Women: Successful positive action initiatives. Supporting local Access Courses at colleges. Targeting local female sporting clubs to engage women. The Firefighter Challenge, Fitness / team development sessions. Visible role models, mentors leadership from the top

22 Key driver: Developing People and Systems Changes to policies and frameworks Employee Relations Flexible working Dignity at work Employee assistance scheme: advice, counselling and guidance. Proactive Occupational Health provision

23 OUTCOMES Improved Business results

24 Outcomes Saving Lives! Since 2006/7: Home fires 42.4% reduction in injuries in accidental home fires % reduction in deaths in accidental home fires. 11.4% reduction accidental fires (businesses / property). Arson 48% reduction in arson vehicles. 42.5% reduction in arson non domestic premises % reduction in arson home fires.

25 Outcomes: Our People In 2006, the recruitment rate for women was 4%, this increased to 20%. In 2006/07 the total no. of BME recruited was 10.3%, this increased to 17.5%. Retention rates were poor in 2006, with 10.4% of women leaving the service compared with 1.8% men, now the leaving rate for women is 1.7% and 2.2% for men. Operational Sickness levels reducing from 11 days to 4.6 days.

26 LGA 2011: What they say now! The authority has a strong partnership ethos working with communities, partners and stakeholders to deliver services of excellence to the communities and service users. Staff at all levels are committed to and enthusiastic about the vision and have an understanding of equality and diversity. The Golden Thread is in evidence from Corporate Plan through service plans to staff personal development plans. My report must recognise and highlight the substantial progress made over the last three years, which has impacted substantially on the culture of the organisation as a whole.

27 Questions?