11 Achieving Excellence OD Strategy by K6p19B


									                                                     Agenda Item No.    11
                                                     21st July 2008

To the Chair and Members of the


Wards Affected               Relevant Overview and Scrutiny Panel

All                          Overview and Scrutiny Management Committee


1.    This report presents the Council’s Organisational Development Strategy
      2008/11 that supports the fifth building block of ‘Achieving Excellence’. The
      Strategy aims to embed a strong performance culture, improve leadership
      and management and provide effective workforce planning and development
      that will drive Doncaster Council forward.


2.    It is recommended that the Employee Relations Committee note the content
      of the report and discuss and comment as appropriate.


3.    Our vision for the Council tells us where we want to be in 2025. How we reach
      that point is supported by many national, regional and local drivers. In
      particular the Strategy is aligned and supports delivery of the Borough
      Strategy and the Local Area Agreement. In addition there is a strong
      connection to the Council’s internal improvement agenda of ‘Achieving
      Excellence’. Within this context of constant demands on local government
      and shifting user expectations, we need to have a Council that is customer
      focused, flexible, responsive, embraces change and delivers high quality
      services more effectively and efficiently, directly at neighborhood level.

4.    A review of the effectiveness of past practices along with the outcomes of the
      Employee Survey 2006 originally reinforced the need for changes to be
      made. Also the appointment of a permanent Managing Director and
      realignment of the top tiers of leadership heralds a new era and gives
      renewed focus for development to move the Council forward. A concerted
      effort needs to be made now if we want to progress at the pace needed to
      make Doncaster Council fit for purpose in the 21st century.
The Organisational Development Team

5.   The team was established in 2005 in order to focus the drive to develop the
     Council and bring about organisational change that will ultimately lead to
     improved service delivery. The key areas that the team is responsible for
                Corporate Apprenticeship Programme
                Culture and Leadership
                Learning and Development
                Social Care Development
                Workforce Planning and Development including Recruitment

     The team now sits within the newly formed People and Performance
     Improvement directorate which brings together and strengthens the process
     and the people elements to ensure organisational priorities are met.

6.   During 2007/08 the Organisational Development team carried out an
     extensive programme of work in support of the Achieving Excellence agenda
     and so laid strong foundations to ensure the future success of the
     Organisational Development Strategy. A summary of key achievements is
     shown at Appendix 1.

The Way Forward

7.   The Organisational Development Strategy 2008/11, shown at Appendix 2,
     aims to encourage a performance culture, embed the neighbourhood model
     and improve service delivery. It will make a real and sustainable difference for
     all levels of staff. It was approved by the Corporate Management Team in
     February 2008 and has since been published on the Intranet, articles have
     appeared on e-news and the Winning Post and awareness has been raised
     through attending directorate management meetings. It has also been
     presented to the Member Development Working Group.

8.   The Strategy recognises the wide and diverse services that the
     Organisational Development team currently provide that support the overall
     priorities of the Council. These services are generally delivered under three
     main themes:-
          Performance Culture
          Leadership and Management
          Workforce Planning and Development

9.   However, further investment in Organisational Development will also be
     made. A key driver for corporate investment is that one of the principles of
     having sufficient corporate funding is that strategic objectives relating to
     moving the Council forward are given high priority and that all areas of the
     Council can benefit from the interventions on offer. Development is not left to
     chance or reliant on individual budgets, it is a much more equitable process.
     Development is targeted where it is most needed and where it will have the
     most impact.
10.   An additional £270,000 p.a. will be invested in the organisation and for the
      next three years this will cover six key areas:-
          Performance Culture
          Leadership and Management
          E-learning
          Corporate Induction (Welcome and Workplace)
          Equalities and Diversity
          Skills audit

11.   Investment will be made in embedding a robust performance culture,
      engaging with staff for example through the stress survey and the employee
      survey, reinforcing the Performance and Development Review Scheme and
      improving how teams work and internal communications. A new leadership
      and management framework is being implemented and this offers
      opportunities for all levels of people managers and those who aspire to be the
      leaders of the future. Induction practices will be improved and Equalities and
      Diversity training and awareness will be given to all staff. Investment will also
      be made in technology to improve our e-learning service delivery and to
      capture data on the skills of our workforce.

12.   It is crucial that on an individual, service and corporate level, performance
      and outcomes are regularly measured and monitored. Organisational
      Development will report regularly to the Corporate Management Team and to
      the Employee Relations Committee as appropriate over the three year period
      regarding the impact of the Strategy.

Risks & Assumptions

13.   In order for the Organisational Development Strategy to be effective, support
      and direction is required from Corporate Management Team, Elected
      Members and throughout the leadership levels. Investment must be
      targeted where it is most needed and where it will have great impact. If either
      of these elements are missing or there is the failure to adopt the strategy at
      all then the Council will not develop on an organisational level, the full
      benefits of the Strategy will not be realised and there is the potential for
      significant Council priorities not to be fully met.


14.   The strategy has been formulated through discussions with staff across
      Organisational Development having regard to the Council’s organisational
      needs, priorities and the results of the Employee Survey. There has also
      been involvement with various other key departments. However the strategy
      was very much shaped by CMT members following individual discussions and
      this has strengthened the content and ensured there are robust links to
      corporate goals and priorities.
Legal Implications

15.   Part 1 of the Local Government Act 2000 permits the Council to do anything it
      considers likely to achieve the promotion or improvement of the economic,
      social or environmental well-being of its area or residents. This power
      specifically extends to the entering into of arrangements with other persons
      with a view to attaining the promotion or improvement of such well-being.

16.   S112 of the Local Government Act 1972 allows a local Authority to appoint
      such officers as are necessary for the proper discharge of its functions, on
      such reasonable terms and conditions as it thinks fit.

Financial Implications

17.   The award of £270k for the Organisational Development Strategy was
      approved by CMT in February 2008. This is to be funded from reserves in
      2008/09 and base budget thereafter.

      This budget is being closely monitored to ensure that available resources are
      effectively utilised and that expenditure will be contained within approved


18.   The aim of the Organisational Development Strategy is to have a systematic,
      planned, corporate approach to improving our performance through positive
      changes to people and performance management. If we wish to transform our
      Council and create real and lasting change over a significant period of time,
      we must commit not only the time and resources into developing the
      organisation, but for leaders throughout the Council to have the belief and
      drive to make the strategy a success.

19.   The Strategy encompasses all of the work areas undertaken by the
      Organisational Development team, but also gives clarity that developing the
      organisation is not just the responsibility of this team, but has wider
      involvement from across the Council.

20.   The ultimate aim is to establish a positive performance culture, where people
      understand and believe the Council’s purpose, trust its leaders and feel
      empowered and equipped to carry out their work to deliver excellent services.

Contact Officer and Report Author
Sarah Grindle
HR Business Consultant
Organisational Development
Tel (01302) 737018
Background Papers

Report to CMT February 2008

                                  Kay Leigh
              Director of People and Performance Improvement
                                                                     Appendix 1

   Summary of Key Achievements of the Organisational Development Team

Performance Culture
    Launch and implementation of the Corporate Performance and Development
      Review Scheme
    Development of a culture and service improvement diagnostic and carried out
      several team building events
    Continued action and support relating to the Employee Survey
    Research paper on e-learning technology
    Internal delivery of 86 courses including policy briefings, skills sessions,
      Equalities and the Welcome covering 1953 staff.

Leadership and Management
    Development of a Leadership and Management Framework, including
     opportunities for first time managers, succession planning, Elected Member
     development, senior leader development, network meetings and guest
     speaker events
    Delivery of 21 leadership coaching programmes for 71 delegates.

Workforce Planning and Development
   External delivery of 92 courses including Health and Safety for Managers,
     Manual Handling, First Aid covering 1204 staff.
   Corporate Workforce Planning and Development integrated into the Service
     Planning process
   Procurement of a wide range of training and development across the Council
   Introduction of a learning and development process to support employees to
     access training opportunities
   Development of a draft corporate Skills for Life Strategy
   Development of strategies to ensure achievement of Social Care National
     Minimum Standards for NVQ level 2 and 3
   141 members of staff have achieved accredited qualifications in Social Care
   NVQ centre awarded ‘Direct Claim Status’ for the new Learning and Disability
     Qualification by City and Guilds
   Recruited 100 young people onto the Council’s Apprenticeship Programme,
     85% of whom have secured employment. The programme has been
     confirmed as the highest achieving provision in South Yorkshire by the
     Learning and Skills Council
   Raised qualification standards for those young people to level 2 and 3 and
     increased their qualifications in numeracy and literacy
   Ofsted inspection confirmed the Apprenticeship Programme as grade 2
     (good) and grade 1 (outstanding) for capacity to improve
   Development of a new Managing Diversity Employment Strategy and 3 year
     action plan
   Development and reporting on Disability, Gender and Race Equality Schemes
   Re-awarded the Job Centre Plus Disability Two Tick symbol
   North of England winner of the Remploy ‘Leading the Way’ award and finalist
     in the national award
   Development of JobsDoncaster recruitment website, including development
    of a new Recruitment Management system and Social Worker talent pool
   On-going development of agency recruitment system , Commensura
   Development of an annual programme of corporate Recruitment Advertising
    and Marketing activities
   On-going development, management and provision of all Employment Based
    Routes Initial Teacher Training, provider of the Graduate Teacher
    Programme, Registered Teacher Programme and Overseas Trained Teacher
    Programme for across Council schools
   37 teacher trainees appointed with 100% retention and 41 appointed for the
    2008/9 academic year
   Support to newly qualified teachers, including careers fairs, vacancy contacts,
    enrolment into Employee Assistance programme and management of the
    Council’s ‘A Class Location’ teacher recruitment website
   Development of a Headteacher and Senior Leaders recruitment pack and
    pilot of Headteacher recruitment partnership with TES Consultancy
   Commissioned Quality Care Partnership to support development of care staff
    within the Independent Sector
   Social work practice learning days increased from 3235 to 3930
   20 new practice teachers trained and providing placements for social work
   6 new placement settings for social work students developed in schools.

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