developing a change culture in local government commentary on the strategic framework - outlining...

Developing a Change Culture in Local Government Commentary on the Strategic Framework - Outlining Governance Arrangements, Links to the ICE Programme and Reform of Local Government

Ashley Boreland

LeadershipLeadership PerformanceCulture

PerformanceCulture

EmployeeRelations

EmployeeRelations

Pay andReward

Pay andReward

TalentManagement

TalentManagement

LearningOrganisation


A personal perspective

Chief Executive of Ards Borough Council Local projects

Member of Local Government Staff Commission Awareness of increased need for sector-wide

solutions Chair of Local Government Training Group

Need for sector-wide development LGTG support for implementation of framework

Role in ICE Programme Drive for sector-led improvement, collaboration and

efficiency

Local

Regional


PerformanceCulture

EmployeeRelations

EmployeeRelations

Pay andReward

Pay andReward

TalentManagement

TalentManagement



People and OD Strategic Framework A route map to develop our most important

resource and deliver excellent services Common platform for development across

the sector and at council level A work of partnership – LGSC, SOLACE

and PPMA Consultation on draft complete and

supported by the sector Implementation from January 2012 onwards


PerformanceCulture

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EmployeeRelations

Pay andReward

Pay andReward

TalentManagement

TalentManagement



Putting it into context

26 Councils, 26 ways? Reform in local Government

ICE RPA

Increasing public expectations New legislation Squeeze on resources – especially money Recognition of people as the largest and most

important resource Increasing focus on working together

SOLACE initiative to align regional officer groups


PerformanceCulture

EmployeeRelations

EmployeeRelations

Pay andReward

Pay andReward

TalentManagement

TalentManagement



Why People & OD?

Coping with challenges Customer expectations Limited resources Managing risks

Preparing our people Increasing change resilience Building a foundation for reform – ICE/RPA

Taking control of change Leading design of transferring or new services Improving current services Creating structures for the future Developing a change culture


PerformanceCulture

EmployeeRelations

EmployeeRelations

Pay andReward

Pay andReward

TalentManagement

TalentManagement



“I know about People but what is Organisational Development?”

It isn’t just training! Concept is over 60 years old (Kurt Lewin) Improving performance through strategic, linked,

development of the whole organisation – people, processes, technology, communications etc

Shifts the HR focus from the transactional to the strategic

Planned interventions of

Positive, sustainable, whole-system change, delivering

Performance improvements for the organisation


PerformanceCulture

EmployeeRelations

EmployeeRelations

Pay andReward

Pay andReward

TalentManagement

TalentManagement



Objective As detailed in Section 1.

Strategic Pillars

As detailed in Section 2.

Action Plans

As detailed in Section 3.

TO PROVIDE A ROUTE MAP TO ENABLE LOCAL GOVERNMENT TO DEVELOP ITS MOST VALUABLE RESOURCE IN A CHANGING ENVIRONMENT AND ENSURE

THE ONGOING PROVISION OF EXCELLENT SERVICES WHICH ARE RESPONSIVE TO THE NEEDS OF LOCAL COMMUNITIES

YEAR ONE ACTION PLANS

ONGOING REVIEW AND EVALUATION

DURING LIFETIME

OF STRATEGIC FRAMEWORK

Leadership

Performance

Employee

Relations

Culture

Pay &Reward

Talent

Learning

Management

Organisation

The Six Pillars


PerformanceCulture

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EmployeeRelations

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Pay andReward

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TalentManagement



The Six Pillars

Initial priorities Leadership Performance Culture Employee Relations

Longer-term culture-shift enablers Pay and Reward Talent Management Learning Organisation

Goals are deliberately “big, hairy and audacious!” (Penna, 2011)


PerformanceCulture

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EmployeeRelations

Pay andReward

Pay andReward

TalentManagement

TalentManagement



Leadership

Strategic Goal: Local Government will be led by courageous, innovative, ambitious

and proactive leaders at all levels who inspire others to maximise their potential in a strong and dynamic local government sector

Why? Foundation for progress at all levels

How? Define Supporting processes Recognition Career progression Building reputation Building networks

LeadershipLeadership


PerformanceCulture

EmployeeRelations

EmployeeRelations

Pay andReward

Pay andReward

TalentManagement

TalentManagement



Performance Culture

Strategic Goal: Local Government will create an environment where, individual,

team and council goals are aligned; individuals will receive continuous development and feedback on performance and will be recognised for excellence in service delivery.

Why? Supporting efficiency, productivity and innovation.

How? Performance Management System Staff understanding of performance and career progression Focus on customer and community needs Clear expectations on standards and behaviours Appropriate and timely feedback Underperformance managed Recognition for accountability of performance

Perform

ance Culture

Perform

ance Culture


PerformanceCulture

EmployeeRelations

EmployeeRelations

Pay andReward

Pay andReward

TalentManagement

TalentManagement



Employee Relations

Strategic Goal: Local Government will agree on and establish an Employee

Relations Framework and environment that delivers results, enables change to happen smoothly at sector and council level and provides consistency.

Why? Supporting relationships to deliver positive change

How? Effective and agreed negotiating model Climate of trust, respect and co-operation Early recognition and resolution of issues

Em

ployee Relations

Em

ployee Relations


PerformanceCulture

EmployeeRelations

EmployeeRelations

Pay andReward

Pay andReward

TalentManagement

TalentManagement



Pay and Reward

Strategic Goal: Local Government will ensure the effective management of Pay

and Reward across the sector to support achievement of a flexible, motivated workforce.

Why? Motivation to deliver high quality services whilst managing costs

How? Focus on productivity and motivation Reward supporting performance culture and talent management Promotion of total reward package Managed workforce costs to support efficiency and cost control Effective and consistent pay and grading processes Promotion of flexibility and mobility to create opportunity

Pay and R

eward

Pay and R

eward


PerformanceCulture

EmployeeRelations

EmployeeRelations

Pay andReward

Pay andReward

TalentManagement

TalentManagement



Talent Management

Strategic Goal: Local Government will create the culture, systems and processes which

ensure the right people with the right capabilities are in the right place at the right time to develop and support a strong and dynamic sector.

Why? Developing the individual and the organisation

How? Sector-wide approach to join up processes around employee lifecycle Supporting policies, processes and systems based on transparency and

fairness Sector-wide succession management Building reputation of sector as being progressive in talent management Culture of differentiating on performance Leaders accountable for talent management Collaborative working Perception of talent ‘owned’ by sector, not by individual council Developing the talent management culture across the sector

Talent M

anangement

Talent M

anangement


PerformanceCulture

EmployeeRelations

EmployeeRelations

Pay andReward

Pay andReward

TalentManagement

TalentManagement



Learning Organisation

Strategic Goal: Local Government will create learning environments where leaders

equip individuals to take ownership of their learning and development which supports their performance in delivering excellent service

Why? Shift from training to business performance-linked learning culture

How? Deliberate shift from training focus to performance and learning Continuous learning culture fostered at individual, team and

organisational levels Recognition of leaders who create learning environments Motivational conversations on learning and development Understanding of individual impact on achievement of team and

organisational goals Culture that supports efforts to continually improve performance Clear link between learning culture and performance, including

return on investment




PerformanceCulture

EmployeeRelations

EmployeeRelations

Pay andReward

Pay andReward

TalentManagement

TalentManagement



Success/work to datePillar Successes / Work to date

N/A - General Strategy complete and wide support!LGSC HR Strategy ConferenceAlignment with ICE ProgrammeIncreased sharing of knowledge and practice to agree shared policy, processes, systems etc

Leadership Executive Leadership Programme - SOLACE/LGSC/LGTGLeadership Team development workshop – BallymenaLeadership Team training programme – Limavady

Performance Culture

Occupational Health model reviewCompetency Framework Development – Coleraine & DerryCoaching for performance training – numerousReadiness for OD workshop – CraigavonOrganisational Review pilot - ArdsPerformance review – Newtownabbey (lead)

Employee Relations

Sharing of knowledge and practice

Pay and Reward

Sharing of knowledge and practice

Talent Management

Collaborative recruitment advertisingHR Systems – Antrim (lead)Recruitment approach review – Lisburn (lead)


E-learning – Belfast (lead)PPMA development needs analysis


PerformanceCulture

EmployeeRelations

EmployeeRelations

Pay andReward

Pay andReward

TalentManagement

TalentManagement



Making it happen

Action Planning Defined actions for year 1

Programme management LGSC Specialist knowledge within sector

Resourcing Leaders and cross-sector teams and support

Reviewing Overall progress reviewed annually

Using OD principles/values…


PerformanceCulture

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EmployeeRelations

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Pay andReward

TalentManagement

TalentManagement



OD Principles

Respect and Inclusion Collaboration Authenticity Self-awareness Empowerment


PerformanceCulture

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EmployeeRelations

Pay andReward

Pay andReward

TalentManagement

TalentManagement



Regional Governance Group

PROGRAMME BOARDie SOLACE, PPMA, LGSC,

TU, DoE, Independent HR rep., and Working Group

Leads

Leadership PerformanceCulture

EmployeeRelations

Pay andReward

TalentManagement


LGSC and LGTGOversight, Resources

and Programme/Project

Management

Reporting on Progress

STRATEGIC PILLAR WORKING GROUPS

Governance structure


PerformanceCulture

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EmployeeRelations

Pay andReward

Pay andReward

TalentManagement

TalentManagement



Resourcing

Pillar SOLACE NI Chair PPMA Practitioner LGSC Advisor

1. Leadership Ashley Boreland, Ards

Sinead McNicholl, Derry

Lorna Parsons

2. Performance Culture

Anne Donaghy, Ballymena

Raymond Donnelly, Craigavon

Linda Leahy

3. Employee Relations

David McCammick, Antrim

Karen Hargan, Ballymena

Dermot O’Hara

4. Pay & Reward Roger Wilson, Coleraine

Catherine Sweeney, Newry & Mourne

Dermot O’Hara

5. Talent Management

Theresa Donaldson, Craigavon

Sinead Clarke, Lisburn

Lorna Parsons

6. Learning Organisation

Liam Flanigan, Limavady

Elaine Magee, Antrim Linda Leahy


PerformanceCulture

EmployeeRelations

EmployeeRelations

Pay andReward

Pay andReward

TalentManagement

TalentManagement



Your sector needs you!

Our progress relies on your support and input

So please volunteer for the upcoming workshops


PerformanceCulture

EmployeeRelations

EmployeeRelations

Pay andReward

Pay andReward

TalentManagement

TalentManagement



Final thoughts Change isn’t coming – its here

“Everybody has accepted by now that change is unavoidable” - Peter Drucker

We must take control of it “It is not the strongest of the species that survives…it

is the one that is the most adaptable to change” - Charles Darwin

The foundation to effective, sustained change is driving it from within “Peter Senge introduced the idea of the 'learning

organisation‘. Now he says that for big companies to change, we need to stop thinking like mechanics and to start acting like gardeners” – Alan Webber


PerformanceCulture

EmployeeRelations

EmployeeRelations

Pay andReward

Pay andReward

TalentManagement

TalentManagement



Final thoughts

We’ve done some great things so far...

…now let’s create something outstanding!

developing a change culture in local government commentary on the strategic framework - outlining...

Documents

local government commentary

moneyrecognition of

system change

change culturei

organisation people

continuous development

organisational development

ice programmedrive