rob whiteman - ppma conference 2010

“Getting the most” and “maximising the productivity”

of our workforce.

Rob WhitemanChief Executive

London Borough of Barking & Dagenham

Getting the Most………….

• Inspiration and motivational leadership• Clear aims and priorities and investing in innovation• Challenging waste and inefficiency• Sustaining momentum and new competencies• Pay, rewards working conditions• Balancing organisational experience and new talent• Personal and organisational development• Meeting the needs of the public• For the next decade – improving pructivity

Challenging public sector on productivity

• Absence levels• Leadership and engagement role of front-line

managers• Changing roles & delivery vehicles; strategic

partnering, commissioning • Skills transfer & succession planning • Total Reward, terms & conditions , Trade Unions • Equality and diversity• High cost/low vfm services

Challenging absence - Public v private sector Source: CIPD Absence Survey 2009

Public sector employee 2010 - 2020?

• Operating in a recast role of councils • Shrinking public sector finances mean councils

increasingly not the employer• New individual ‘career networks’ & skills

requirements • Using new technologies & networked teams• Evidencing flexibility, productivity and new

competencies.......

Right wayLEAN and BPI

Flexible working

Partnership models

Continuous improvement and innovation

Right motivationEngaged staff

Performance management

Total rewards

Right peopleWorkforce planning

Recruitment and retention

Job design

Right thingCustomer focused

service design

Outcome focus

Measurement

Right visionComprehensive

approachCustomer focus

Partnership working

Right skillsSkills gap analysis

Skills development

Right culture

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So how might this model apply in practice?

?

Where we are in Barking and Dagenham

Improved GCSE results

New building developments

Free swimming

Freezing Council Tax

CommunityCohesion

Apprenticeships Youth strategy

Youth Access Card

Green Flag for

sustainability

Barking Town Square

Barking Riverside New

industries

One B&D Model

Our achievements and ambition

Significant budget savings

Major change management

Satisfaction of our residentsHigh

unemployment & low skills

Housing

Health in equalities

Our challenges

Pace of demographic change

Transforming Barking and Dagenham

Our OD strategy to create ‘the right culture’ – the culture that is right for us…

• Focusing on our performance and efficiency. • Looking outwards to improve inwards.• Maximising our commitment.• Building leaders for now and the future. • Putting the Customer at the heart of what we do.• Innovation and learning.

Connecting people with a sense of pride, passion and purpose

A clear core purpose…

…made real and relevant to people across all services…

…and explicitly linked to individuals’ values and behaviours

Managing Front line Improvements….

Maintaining morale during a lean decade for the public sector

52%

42%

35%

35%

32%

People in Excellent Councils have higher job satisfaction.

% very satisfied with job Ipsos Mori 2008

Excellent

Good

Weak

Poor

Fair

Finding better and ways to do more for less!

New ways of working....

Service impact Corporate Health Indicators

To what extent do you think that these statements apply to B & D Council?

• Is making the local area a better place to live (satisfied with your local area as a place to live)

• Is efficient and well run• Acts on the concerns of local residents • Provides good value for money

Some other examples

Right Thing

Right Way Right motivation

Right People

Right Skills

Green Champions

4 Box Model & CHI

20% HoS time

4Ps Gateway reviewers

Burglary distraction

“When Apple came up with the Mac, IBM was spending at least 100 times more on R&D. It's not about money. It's about the people you have, how

you're led, and how much you get it.

Steve JobsCEO, Chairman, Co-Founder

Apple Computer Corp

Food for thought…

• Ford at Dagenham

• $40 per hour versus £4 per hour – which is the most productive?

Right way

Continuous improvement and innovation

Right motivation

Right peopleRight thingRight vision

Right skills

Right culture

Mem

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ader

s’ be

havio

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mod

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ision

In summary

Thank you

Rob WhitemanChief Executive

London Borough of Barking & Dagenham