Agenda Item No. 11 21st July 2008 To the Chair and Members of the EMPLOYEE RELATIONS COMMITTEE ACHIEVING EXCELLENCE – ORGANISATIONAL DEVELOPMENT STRATEGY Wards Affected Relevant Overview and Scrutiny Panel All Overview and Scrutiny Management Committee Purpose 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. Recommendation 2. It is recommended that the Employee Relations Committee note the content of the report and discuss and comment as appropriate. Background 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 include:- 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. Consultation 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 budgets. Conclusions 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 Sarah.Grindle@doncaster.gov.uk 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 2007/08 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 students. 6 new placement settings for social work students developed in schools.
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