Organisational Development Strategy

Transcription

1 Organisational Development Strategy 20 August 2013 Version 6.0 1

2 River Clyde Homes Vision Our vision is to provide quality, affordable homes, in neighbourhoods we can be proud of and to deliver excellent services that make a real difference for our customers. River Clyde Homes Values CARES Customer first, performance driven Acting with integrity, being professional Respect for each other, our partners and our environment Embrace innovation, challenge expectations Spend our money wisely River Clyde Homes Objectives To provide an excellent customer experience To provide sustainable homes and places Improved energy efficiency and reduced fuel poverty To become an efficient company To become a growing company Safer and better supported customers Diverse, committed & empowered workforce 2

3 Version Control Author Version Date Changes made / Comments Susan Gillan Draft July 2013 FK comments Susan Gillan Draft July 2013 FK/SG comments Fanchea Kelly Draft July 2013 FK changes Susan Gillan Draft July 2013 SG changes Susan Gillan Version August 2013 KS comments and SG revision Susan Gillan Version August 2013 LP comments Susan Gillan Version August 2013 KS comments Susan Gillan Version August 2013 Agreed by the Board 3

4 Contents 1. Introduction Background to Strategy Context Plan and Priority of Strategy Implementation Appendix 1 Action Plan

5 1 Introduction Purpose of this strategy The implementation of an effective Organisational Development (OD) Strategy is critical to the success of River Clyde Homes (RCH). The strategy will play a significant part in constructing a new customer focused and performance driven organisational culture that will begin to address long standing poor operational performance, improve current levels of customer and partner confidence in the company, and challenge poor staff morale and disempowerment. It will support the Steps to Excellence change programme already approved by the Board, and contribute to substantial organisational improvements over the next 12 to 18 months. Ultimately it will play a key role in helping to achieve our emerging vision, values and wider Business Plan outcomes and objectives. It will also help to redress the need by the Scottish Housing Regulator for high engagement with the company. The Board has recognised the need for fundamental change and this strategy is one of a suite of strategies which supports the corporate plan approved in March The strategy sets out seven organisational development outcomes which will support the new Business Plan and Steps to Excellence change programme. It will promote the customer focused culture signed up to by all staff in our new River Clyde Way customer charter; support the principle of designing, developing and improving services in co-operation with customers through the Count Me In initiative; and compliment the new performance management framework through refreshed staff appraisal arrangements, staff development and competency assessment. The OD strategy contains our essential commitment to investing in and developing the company s most important resource our staff. Through the proposed new River Clyde Homes Academy, we will seek to improve the overall skills, knowledge and competencies of the workforce, strengthen leadership and managerial capacity and capabilities, and develop recognised and sector wide innovation and best practice. We also recognise in the strategy that our current office accommodation and facilities need to be greatly improved. Customers and staff need to know that we value them; that we provide a modern, professional working environment that can incorporate better ways of working, as well as excellent facilities for the delivery of our customer facing services. The strategy includes a commitment to identifying new and improved accommodation. Each of the seven strategic outcomes will be delivered through a series of specific actions set out in section 4; these are measurable and will be monitored as part of the performance management framework. A detailed Strategy Action Plan is attached as an Appendix. The actions include: 5

6 Completion of the current Right Person, Right Place, Right Time organisational restructure so that RCH is making best use of its staffing resource to deliver customer priorities, improved services, better performance and a more empowered workforce; Strengthened leadership and management of the company through the RCH Academy Leadership Development Programme ; Improved staff communication and feedback through the annual Staff Survey; Ask the Chief facility; Team River Clyde Homes Staff Briefings; the River Clyde Way ; improved management arrangements; relevant staff focus and working groups; Completion of Job Evaluation and the establishment of a new, fair and transparent pay line; New rewards and recognition for high performance, consistent attendance and going the extra mile for customers and colleagues; Establishment of the Winning in Neighbourhoods (WIN) initiative, supporting staff to commit voluntary time and effort as part of the company s wider corporate social responsibility commitments; Review of the Managing People Through Change policy to ensure better transparency, simplicity and affordability in managing organisational change; Achieving Investors in People accreditation; Achieving Investors in Diversity accreditation. External recognition and accreditation in particular will help us to build evidence of successful outcome delivery over the next 12 to 18 months and with it help to confirm an effective OD Strategy. 6

7 Action Plan Impact of strategy This strategy will contribute to the Board s vision, values and Business Plan outcomes by developing a committed, motivated and skilled workforce. This will help to enhance our reputation as a high performing and innovative registered social landlord and as an employer of choice; it will place us to deliver consistently excellent services and quality homes in coming years. Organisational development activities should have a very clear and positive impact on all our customers, partners, and staff. The strategy has an initial focus on some of our poorer performing functions and services including key customer facing services such as customer contact, neighbourhood and tenancy management. Given the level of customer dissatisfaction with these functions we will seek to win their hearts and minds and improve overall customer confidence through: Greatly improved service offerings over the next two years; An embedded organisational culture which puts the customer first; A skilled and committed workforce with improved knowledge, attitudes and behaviours that will drive our services forward, in the most efficient way possible. A new OD team will be established to lead the delivery of the strategy and action plan. Costs in delivering the strategy will be contained within current budgets; any new and additional costs, including the costs for the new Academy, will be considered alongside the development of the Business Plan with the Board over the coming months. Links to organisational Vision, Values and Business Plan objectives This strategy will contribute towards the delivery of our vision and Business Plan objectives including: To provide an excellent customer experience; To become an efficient company; To become a growing company; Safer and better supported customers; Diverse, committed and empowered workforce. The strategy will also support or directly lead a number of the 15 steps contained in the Steps to Excellence including: Introduce customer led scrutiny (3); 7

8 Embed Performance Management Framework (6); Establish new Organisational Structure (8); Establish River Clyde Academy (9); Open New Customer Hubs (10); Improve Value for Money of Services (14); External Recognition and Accreditation (15). 8

9 2 Background Current Approach River Clyde Homes performance across a number of key performance indicators is acknowledged to be poor and the Board wishes to see greatly improved and consistent upper quartile levels of customer satisfaction. The Board also wish to reduce the need for the current high level engagement of the Scottish Housing Regulator. It is recognised that if we are to achieve the significant step change improvements needed, the organisation as a whole needs to be developed and improved. There needs to be: A clear vision and plan for the company; Effective leadership and management; An embedded culture of aspiration, performance and customer commitment; Involved and empowered staff and customers; Investment in learning and development. Since the beginning of 2013 much progress has been made in building a firm foundation for the step change needed. This has been evidenced in a number of ways including: The Board has developed a new vision, values and strategic outcomes for the company; The Steps to Excellence Staff Conference held in March 2013, confirmed the vision, values and plan to become an excellent housing provider; All staff signed up to the new River Clyde Way at the conference, confirming each employee s commitment to excellent customer care; The Meet the Teams sessions led by the Chief Executive during February and March 3013 enabled all staff to communicate directly their current challenges and thoughts on how the company can improve; A baseline staff survey concluded in March 2013 further confirmed staff priorities for change and improvement. It also confirmed overall staff satisfaction at 77.98%; 9

10 The Right Person, Right Place, Right Time organisational restructure commenced in June 2013, following consultation with staff and customers. The restructure will ensure more effective use of staffing resources, a stronger focus on customer service priorities, reduced tiers of management to enable staff to have more ownership of decisions, and clearer managerial accountability; The Count Me In initiative launched in April 2013 has begun develop new ways of involving customers in the design, delivery and monitoring of services. This has led to Scottish Government recognition for River Clyde Homes and our inclusion on the Early Adopter programme for customer led scrutiny and coregulation; New management arrangements have been introduced for the company and more effective communication realised through regular team meetings, the staff newsletter River Clyde Matters, whole staff Team River Clyde Homes Briefings, the launch of the staff web zone and Ask the Chief facility; A new competency framework has been adopted for all staff and role profiles rewritten to make them fit for purpose and relevant; A new Performance Management Framework has been established and all managers to attend a 2 day Managing Performance awareness raising and development event in August 2013; A Job Evaluation company (Northgate) has been identified in partnership with trades unions to enable a full evaluation of all job roles following completion of the restructure; Procurement of a learning and development partner to support the establishment of the River Clyde Academy commenced August Achievements Some of the examples above confirm the steps we are taking in putting our new approach into place. However it is readily acknowledged that we are at a very early stage and even initial positive changes are understandably still fragile. Part of the purpose of this new Organisational Development strategy is to strengthen the steps we are taking to improve and grow as an organisation, ensure a positive direction of travel for the company and ultimately embed the step change required. Measurement of the effectiveness of the strategy will be undertaken over the next 12 to 18 months in a number of ways including staff surveys and focus groups; 10

11 feedback from customer and partners; improved performance indicators, external assessment and accreditation and through evaluation and review of activities undertaken. 3 Context National and Local Drivers National Drivers: The challenges of Welfare Reform and reduced public funding generally is bringing change for every housing provider, and means that we need to get closer still to our customers and use our staffing resources more effectively and in different ways. The Scottish Housing Regulator has set specific requirements in our Regulation Plan for us to improve our performance and this strategy is one strand of evidence of our determination to do so. The Social Housing Charter will have its first public report for Parliament during 2014 and as it moves forward we want RCH to demonstrate a growing reputation for improved customer engagement and service. Local Drivers: Customer feedback, such as from the Count Me In event held in March 2013, reinforce the need for change. Customers confirmed their dissatisfaction with a number of services including anti social behaviour and tenancy management, lettings and communication. Customers also confirmed the need for better access to services which will be addressed through the creation of our new customer hubs located in Central Greenock and Port Glasgow. The resourcing of these customer facing service points will require comprehensive training and support for staff and the commitment from the business to support the new premises. In addition there are a number of other local drivers which will impact upon the organisational development strategy. River Clyde Homes works in close partnership with Inverclyde Council, Police Scotland, Fire and Rescue Scotland, NHS Argyll and Clyde, SAMH and with many key local partners within the Inverclyde Alliance. Providing effective leadership and support within these partnerships so that they are able to achieve the wider strategic objectives of the Inverclyde Alliance will be part of our development programme for leaders and managers. 11

12 4 Plan and Priority This strategy sets seven Organisational Development outcomes that we will aim to achieve over the next 18 to 24 months as its contribution to our Business Plan vision and strategic outcomes. The seven outcomes are shown below with their specific projects and tasks which we propose to implement to ensure the outcomes are met. The action plan attached in the Appendix provides more measurable detail, and it is this action plan which will be monitored and reported upon as part of our performance management framework. The seven outcomes are; 1. Have a customer focused, performance driven culture Complete the Right person, Right place, Right time restructure and continuously review the establishment to ensure it is fit for purpose ; Refresh and communicate all role profiles, the competency framework and performance appraisal system; Support the establishment of the new performance management framework and ensure its clear linkage to individual appraisal and performance management; Train and develop staff and teams in co-regulation and customer led scrutiny of services; Promote our River Clyde Way Customer Charter so that it is real for all staff as their operational culture; Ensure our new values are visible and live; Agree and implement our Managing People through Change review; Develop our Corporate and Social Responsibility approach including the introduction of the Winning in Neighbourhoods (WIN) initiative; Introduce new staff rewards and recognition including an annual staff celebration event ; Benchmark and share good practice with other organisations. 2. Become known as an employer committed to promoting equality and diversity Review, update and publicise our Human Resources (HR) policies and recruitment practice with staff; Introduce an Impact Assessment (EIA s) framework for the company and assess HR policies and practice accordingly; Continue to be a Double Tick Positive about Disabled People employer, to ensure we appreciate each person s contribution which demonstrates our commitment to good practice in employing disabled people. We have worked in partnership with Job Centre Plus to achieve this, and make 5 commitments as contained within the Action Plan at Appendix 1; 12

13 Engage a PATH (Scotland) trainee to help redress the under-representation of black and minority ethnic communities in employment in the Scottish housing sector; Achieve Investors in Diversity accreditation; Complete Job Evaluation which will assign a rank order of jobs, measuring the relative size to determine a fair pay and grading structure; Plan a programme of recruiting apprentices, providing opportunities for hiring fresh talent and for future development, in both blue and white collar functions. 3. Achieve a developed, empowered and committed workforce Establish the River Clyde Academy as an innovative and exciting way of learning aiming to support customer excellence, best practice and a well developed and committed to learning workforce;. Develop a bespoke leadership and managerial development programme to improve leadership skills including effective communication, coaching and mentoring, strategic thinking and planning; Promote different role experience opportunities for staff through secondments, job swaps and work shadowing; Gain external recognition and accreditation which will validate development, through Investors in People, Healthy Working Lives and Investors in Diversity; Develop a structured Succession Plan and ensure future staffing requirements are identified in advance of recruitment; Establish tailored programmes for staff, leading to relevant qualifications where appropriate. For example, Maintenance operatives, Cleaners, Caretakers, Housing Support / Wardens. 4. Achieve open, transparent communication Carry out an annual staff survey, to provide feedback and a measure of staff satisfaction with the company; Embed the new management arrangements including monthly team meetings and bi-monthly Team River Clyde Homes whole staff briefing; Ensure regular means of celebrating success through a programme of recognising individual and team achievement including introduction of an annual staff celebration event; Develop a staff intranet; Maintain the Ask the Chief facility and evaluate its use regularly, ensuring feedback to staff. 5. Improved opportunities for better health and wellbeing among the workforce Achieve and maintain the Healthy Working Lives Award; 13

14 Proactively manage attendance on a systematic basis; Identify and provide a comprehensive employee assistance programme which provides access to a range of health benefits including counselling services, physiotherapy, MRI scans; Continue to ensure flexible working is a win-win for employees and the company, helping achieve a good work life balance. 6. A valued rewards and recognition package Continue to be a socially responsible Living Wage employer; Develop and introduce a new Rewards and Recognition policy which will introduce measures such as an Employee of the Month scheme which will recognise excellence and staff going the extra mile ; Develop an annual staff celebration event, in consultation with staff. 7. Better facilities and office accommodation for staff and customers Deliver our new customer hubs and staff facilities within them, provide staff with the right infrastructure to deliver an excellent service for customers; Identify options for a new, modern and fit for purpose central office bringing together all teams and mangers under one roof ; Develop the Academy with a key partner, and ensure it has the right facilities to provide effective learning and development; Establish and implement a programme for office accommodation/estate review and upgrading, alongside our ICT strategy. 5 Implementation The new Organisational Development team will have responsibility for implementation and delivery of the Action Plan. Monitoring the delivery of the strategy will be undertaken as part of the Performance Management Framework with progress reported to the Senior Management Team on a monthly basis, and to Board bi-monthly. The strategy will be refreshed as a part of the annual business planning process. This will ensure that customer, staff, and partner feedback is captured and used to keep the strategy and action plan current and relevant, and that the resources necessary to deliver the strategy are identified and planned for. 14

15 Action Plan Appendix 1 Action Plan Outcome - To provide an excellent customer experience Business Plan priority Strategy Actions Lead Date by Links with other strategies Have a customer focussed, performance driven culture Refresh and communicate Role Profiles, and Core Competency Levels Ensure all role profiles and CCF levels are known OD Manager OD Senior Officer Management Team end September 2013 and ongoing Customer Access & Feedback Communicate and provide support for Performance Appraisal as a key part of the wider Performance Management Framework OD team to provide coaching and mentoring as required so that performance appraisals are meaningful, result in tangible training and development needs which are then prioritised and delivered as appropriate to support organisational development and future growth and learning OD Team, Management Team OD Team September 2013 and ongoing Customer Access & Feedback Monitor appraisal scheme use Achieve a developed, empowered and Launch of the River Clyde Academy Consider tender applications OD Team, Procurement Mid Sept 2013 Communication 15

16 committed workforce Appoint a provider End Sept 2013 Customer access and feedback Work in partnership with external providers to develop and deliver a bespoke leadership programme which is aligned to the core competency framework of River Clyde Homes OD Manager OD Senior Officer External Provider September 2013 for 12 months Communication Develop Customer Focus Training Work in partnership with external provider to deliver training which expands on core competences and role profiles, detailing the required behaviours and attitudes and demonstrates customer excellence OD Team External provider Management team October 2013 and ongoing Customer access and feedback Improve customer profile Communications Introduce the WIN initiative Determine topics of particular need within the community and prioritise resources to undertake activities for community benefit OD Manager Management Team September 2013 and ongoing Customer Access & Feedback Benchmarking through an HR network Benchmarking and sharing good practice regarding absence statistics, turnover, HR practices OD Manager Team August 2013 and ongoing Communications 16

17 Outcome Diverse, committed and empowered workforce Business plan priority Strategy Actions Lead Date by Link with other strategies Become known as an employer committed to promoting Equality and Diversity Review HR policies Comprehensive review of policies including equality impact assessment OD Team Management Team Employees By August 2014 Communication Maintain Double Tick Positive about disabled people commitments To interview all disabled applicants who meet the minimum criteria of a job OD Team, Management Team July 2014 and ongoing To discuss at least annually with disabled employees what both parties can do to develop and use their abilities To make every effort to keep a disabled person in a job To take action to ensure all employees develop disability awareness Annual review and inform employees and Job Centre Plus about progress made and future plans Recruit a PATH Trainee Work in Partnership with PATH Scotland in order to hire a trainee who will work with River Clyde Homes over the following 3 years, gaining valuable and varied work experience OD Team Management Team October 2013 start 17

18 Achieve accreditation from Investors in Diversity, SHEF alternative Work through each of the levels contained within the framework, demonstrating that we will OD Team / Management Team Stage 1 understand our current position in relation to equality, diversity and inclusion Stage 1 April 2014 Stage 2 Focus on the cultural change needed to develop our approach Stage 2 April 2015 Stage 3 Demonstrate excellence in equality, diversity and inclusion practice as well as improving our internal leadership and supporting us to become ambassadors within the community and within the housing sector Stage 3 April 2016 Undertake Job Evaluation Create a method off determining on a systematic basis through the use of Northgate Arinso product the relevant importance of the various jobs. All employees Throughout 2013, job rankings to be established late 2013 Communications Equality Develop apprenticeship programme Create opportunities to provide apprenticeships OD Team, Trade Union partners, Management Team July 2014 A valued rewards and recognition package Develop and introduce a new Rewards and Recognition policy including Employee of the Month etc. Support participation in new staff awards scheme via RCH Matters staff magazine, OD Manager / Communications Manager October 2013 Communications 18

19 team briefings and the intranet Support and promote annual staff awards event to promote performance, customer care, going the extra mile and best practice. OD Manager / SMT / Communications Manager December 2013 Customer access and feedback Become known as an employer committed to promoting equality and diversity Maintain Living Wage accreditation and confirm that we are a Living Wage employer evidencing our commitment to fair pay and rewards. OD Manager, EMT, SMT April 2014 Encourage flexibility in line with business operational needs and employee work life balance. OD Team, Management Team August 2014 and ongoing Better facilities and office accommodation for staff and customers Identify and provide better customer facilities. Relocate relevant staff to the new customer hubs; ensure staff needs and requirements are provided for and that staff can provide an excellent service for customers. SMT, Management Team, OD Team Earliest opportunity in 2013 Customer access and feedback Communication Identify options for a new central office and the River Clyde Academy Undertake options appraisal; seek to bring all staff and teams under one roof; facilities able to host the River Clyde Academy SMT, OD team Dec 2013 Customer access and feedback Review estate and office provision alongside Business Transformation strategy requirements. Undertake review OD team, Business Transformation Jan 2014 Communications 19

20 of furniture and equipment etc. Identify need for renewal or upgrade, plan replacements and budget accordingly. team, Specialist Services team To become an efficient company Business plan priority Strategy Actions Lead Date by Link with other strategies Achieve a developed, empowered and committed workforce Using training needs and skills analyses, identify those who would like to undertake wider role experience and support through secondments, work shadowing etc OD Team Management Team End December 2013 and ongoing Work with IIP colleagues towards gaining improved employee satisfaction leading to better communication, culminating in achieving external recognition OD Manager OD Senior, OD Team Management Team Level 1 by April 2014 Communications Through the identification of required skills / qualifications required for job roles such as cleaner, maintenance operative, caretaker, provide access to learning which results in gained relevant qualifications OD Team Management Team Trade Union partners Employees End December 2013 and ongoing Outcome To become a growing company Achieve recognised, open transparent communication Encourage employee participation tand development through a range of feedback methods OD Team EMT, OD Manager January 2014 August 2013 and ongoing Communications 20

21 Annual employee survey Regular Team River Clyde Homes whole staff briefings, every 2 months initially, thereafter quarterly Management Team Line manager, employee Team meetings to be held monthly 1-1 with line manager to be held monthly Develop a management framework for regular meetings in line with IIP standards OD Team, Management Team October 2013 and ongoing Communication Work collaboratively with Investors in People to achieve a planning, do, review cycle of continuous improvement A valued rewards and recognition package Staff celebration event Hold an annual recognition event where excellence is recognised and rewarded All December 2013 Communication Achieve recognised, open transparent communication Review Ask the Chief topics Evaluate the topics raised quarterly and consider whether workshops or other information sharing method is needed for any emerging shared issues OD Senior Management Team September 2013 and ongoing Communication Contribute to the Introduction of a Staff Intranet Plan, populate and launch new staff intranet OD Team, Business Transformation Project Manager Management Team November 2013 March 2014 Communication 21