"Change Management Behavioural Indicators"
Roles and Responsibilities Part 3 – Behavioural Indicators Version: 5 Programme, Project and Change Management Capacity Building Programme Supported by the Communities and Local Government Roles and Responsibilities Part 3 – Behavioural Indicators Contents Synopsis - The Capacity Building Programme ---------------------------------------- 3 1 Structure of the Key Role -------------------------------------------------------------- 4 1.1 Overview ---------------------------------------------------------------------------------------------4 1.2 Framework Format --------------------------------------------------------------------------------4 1.3 Using the Framework -----------------------------------------------------------------------------5 2 Detailed framework and behaviours ------------------------------------------------ 7 2.1 Leading transformational change --------------------------------------------------------------7 2.2 Focusing on outcomes for customers and citizens -------------------------------------- 11 2.3 Managing day to day transactions ----------------------------------------------------------- 17 2.4 Delivering Programmes of Change---------------------------------------------------------- 24 3 Acknowledgements ------------------------------------------------------------------- 31 4 Document History --------------------------------------------------------------------- 31 5 Further Information -------------------------------------------------------------------- 31 Published by: The Improvement and Development Agency (IDeA), Communities and Local Government (CLG) and the London Borough of Lambeth. Publication date: February 2007 GOVNPRO-03-V5-Feb07 2 Roles and Responsibilities Part 3 – Behavioural Indicators Synopsis - The Capacity Building Programme Communities and Local Government (CLG) and the Local Government Association (LGA) established the Capacity Building Programme in April 2003, as part of a three-year initiative to support improvement in local government. Additional funding secured in the Spending Review 2004 has extended the programme to 2008. The emphasis is now on supporting Improvement partnerships either at a regional or sub-regional level. Improvement Partnerships provide a framework with which authorities can act collectively to address common challenges, share best practice and share resources. The programme aims to enhance and develop councils' confidence, leadership and skills to advance improvement as well as developing their capacity to learn, innovate and share knowledge and expertise about what works and how. In addition, it provides support to local government to drive forward its own development. It can also help to respond to new priorities such as improving efficiency and the implementation of the pay and workforce strategy. The project, programme and change management (ppm/cm) web content has been developed as part of the Capacity Building Programme and has been produced to help Local Authorities and other public sector organisations to establish a project and programme organisational culture and to increase their overall capacity to deliver change. GOVNPRO-03-V5-Feb07 3 Roles and Responsibilities Part 3 – Behavioural Indicators 1 Structure of the Key Role 1.1 Overview The following structure is used to describe each role: Role Description Profile of a Potential Candidate Behavioural indicators of the role and Personal Attributes (Desirable). The 5 Key Roles are taken from the Core Competency Framework that can be found on the Capacity Building website. 1.2 Framework Format The framework is organised under four main headings: 1 Leading transformational change 2 Focusing on outcomes for customers and citizens 3 Managing day to day transactions and 4 Delivering programmes of change. A number of competencies are defined under each of the main headings. A definition is provided for each competency, followed by a list of behaviours illustrative of this competency in action. It is important to point out that there is no intention to offer an exhaustive list of relevant behaviours but rather to signal a number of key areas, which users of the framework should treat as reference points. GOVNPRO-03-V5-Feb07 4 Roles and Responsibilities Part 3 – Behavioural Indicators 1.3 Using the Framework 1.3.1 Headings and Competencies The following table presents the four main headings used in this framework with defined competencies listed below each of the headings. Behavioural Indicators of Role 1 2 3 4 Leading Focusing on Managing Day to Delivering Transformational Outcomes for Day Transactions Programmes of Change Customers and Change Citizens Envisioning Understanding Organisational Developing the e-Futures customers and awareness business case citizens Strategy, Delivering Working with Leading multi- development and excellent services corporate politics disciplinary teams implementation to customers Communicating a Process Creating readiness Programme compelling vision improvement for change management and generating commitment Working with Using information Persuading and Project appropriate influencing others management governance arrangements Developing Performance and Making things Managing risks successful quality happen partnerships Getting the basics Managing Procurement and right transitions managing contracts Implementing new Organisational systems development GOVNPRO-03-V5-Feb07 5 Roles and Responsibilities Part 3 – Behavioural Indicators 1.3.2 Attributes and Behaviours Immediately below the Framework are tables that define the Attribute and key behavioural indicators. The following is an example of the Attribute and Behaviours for: Main Heading 2 Focusing on outcomes for customers and citizens Attribute and Behaviours Understanding customers and citizens Understanding customers and citizens Definition Able to develop an in-depth awareness of local community needs, and their capacity to use different access channels. Behaviours Understands the key determinants of customer experience and customer satisfaction Seeks out information on current and future needs and expectations of a diverse customer base Gathers and utilises feedback on the interactions between different types of customers and the Council Creates opportunities to meet with members of local communities Recognises the customer perspective in everything they do Develops customer feedback mechanisms within electronic service delivery processes and systems Analyses patterns of interaction and draws out the implications and Understands the role of interactions with the Council within customers’ lives. GOVNPRO-03-V5-Feb07 6 Roles and Responsibilities Part 3 – Behavioural Indicators 2 Detailed framework and behaviours 2.1 Leading transformational change Behavioural Indicators of Role 2.1 2.2 2.3 2.4 Focusing on Outcomes for Managing Day to Day Delivering Programmes Leading Customers and Citizens Transactions of Change Transformational Change 2.1.1 2.2.1 2.3.1 2.4.1 Understanding customers Organisational Developing the Envisioning and citizens awareness business case e-Futures 2.1.2 2.2.2 2.3.2 2.4.2 Delivering excellent Working with corporate Leading multi- Strategy, services to customers politics disciplinary teams development and implementation 2.2.3 2.1.3 2.3.3 2.4.3 Creating readiness for Programme Communicating a Process improvement change management compelling vision and generating commitment 2.1.4 2.2.4 2.3.4 2.4.4 Using information Persuading and Project management Working with influencing others appropriate governance arrangements 2.1.5 2.2.5 2.3.5 2.4.5 Performance and quality Making things happen Managing risks Developing successful partnerships 2.2.6 2.3.6 2.4.6 Getting the basics right Managing transitions Procurement and managing contracts 2.2.7 2.3.7 Implementing new Organisational systems development 2.1.1 Envisioning e-Futures Definition Able to envision how ICT and e-enabled services can transform a Council’s relationships with its citizens, partners and customers, improve service efficiency and effectiveness, and support local community and economic development. GOVNPRO-03-V5-Feb07 7 Roles and Responsibilities Part 3 – Behavioural Indicators 2.1.1 Envisioning e-Futures Behaviours Illustrates how e-enabled services can be used as part of a mixed approach to better meet diverse local needs Sees how e-enabled services can be used to improve performance Shows how technology can help support members in their scrutiny and representative roles Recognises the role of ICT in electoral modernisation Develops a compelling vision of how the Council should interact with their citizens, partners and customers Keeps up-to-date with implications of emerging technologies and good practice in their use Understands different service needs and drivers Appreciates the realities of frontline service delivery Envisages how services can be more accessible, convenient, responsive and effective through technology Understands how new technologies can support those who might otherwise be excluded from new access channels Understands different service delivery models and knows how they can be implemented and used in local operation Uses effective questioning to challenge the status quo and assumptions of the role of ICT and Tests and pilots new ideas. 2.1.2 Strategy, development and implementation Definition Able to develop strategies to guide ICT activities within service areas and the wider organisation. Able to turn vision and ideas into action, balancing immediate imperatives with medium and longer term goals. Behaviours Understands how ICT can be used to deliver existing corporate priorities and inform corporate strategic choices Scans the external environment for policy and political developments that will influence corporate and ICT strategy in the medium and longer term Anticipates the impact of external drivers on corporate, service and ICT strategy Contributes to an ICT strategy that demonstrably supports other key strategies, performance plans and agreements Understands how different parts of the organisation and wider system work together to create improvements Negotiates with others on the development of practical action plans Demonstrates an understanding of the route from vision to delivery Understands how own service plans and strategies fit into the bigger picture Actively encourages others to relate their activities to the strategic direction GOVNPRO-03-V5-Feb07 8 Roles and Responsibilities Part 3 – Behavioural Indicators 2.1.2 Strategy, development and implementation Translates overall vision into clear operational service plans, analysing and assessing the impact on resources Recognises critical factors for both short and longer term success Balances the need to meet short-term targets with the pursuit of more far reaching service transformation Interprets national standards and priority outcomes to the local context and Identifies opportunities to benefit from and contribute to National Projects and initiatives. 2.1.3 Communicating a compelling vision and generating commitment Definition Able to communicate the Council’s vision for e-enabled services with diverse internal and external communities and secure commitment from key stakeholders. Behaviours Conveys vision, strategy, priorities and objectives in ways that address a variety of different individual, stakeholder or constituency interests Makes the links to other policy drivers explicit Enables the development of a valid voice for ICT, HR and policy development across the organisation Uses understanding of agendas, context and drivers of stakeholders to shape messages Gets out and about in the organisation to communicate a clear picture of what the solution will look like, how and when it will be achieved and what its practical benefits will be Presents the case for the vision in terms of outcomes for the citizen rather than in organisational inputs Uses plain English to communicate the vision and associated technology issues Helps others to understand that the concept of e-Government is not just about technology and systems Speaks in the language of different professional or organisational constituency groups Shares own technological awareness with others in order to encourage their contribution to outcomes Demonstrates enthusiasm and personal commitment to the potential of ICT to transform services and relationships and Demonstrates strong advocacy with a keenness to learn from others and situations. 2.1.4 Working with appropriate governance arrangements Definition Able to contribute to the setting up and effective use of ICT governance structures, frameworks and processes. GOVNPRO-03-V5-Feb07 9 Roles and Responsibilities Part 3 – Behavioural Indicators 2.1.4 Working with appropriate governance arrangements Behaviours Demonstrates the difference between governance and management and the importance of effective governance for decision making and accountability Understands the advantages and disadvantages of different governance arrangements Appreciates the role of governance in determining the strategic approach to ICT within the Council Helps to determine the level at which decisions need to be made with regard to ICT investment and deployment, who needs to make those decisions, who should have input and how decisions should be taken Supports the development and use of good governance arrangements within the Council Uses authorisation processes for ICT initiatives within the Council and Understands the role of governance in determining and managing ICT. 2.1.5 Developing successful partnerships Definition Able to develop mutually beneficial and trust-based partnerships within the Council and with other organisations, agencies and users in order to define, develop or deliver services that make the best use of all information and technologies available. Behaviours Facilitates joint working with other Councils and organisations to deliver efficient services to citizens Facilitates the sharing of knowledge with other Councils and organisations Develops regional and sub-regional partnerships to achieve mutually beneficial outcomes Understands how to join up e-strategies for local partnership working Manages differences in approach and views in order to get consensus and timely decisions Establishes appropriate ways of working and protocols with partners Shares own experiences and insights with internal and external partners Encourages clarity about aims, purpose, roles and responsibilities and resourcing Facilitates partner dialogue to create added value Builds integration across services by supporting collaborative work at all levels within the Council Promotes opportunities to work together with prospective internal and external partners with a focus upon what is in it for them and Recognises the agendas and approach to ICT of a range of partners, within the private, public and voluntary sectors. GOVNPRO-03-V5-Feb07 10 Roles and Responsibilities Part 3 – Behavioural Indicators 2.2 Focusing on outcomes for customers and citizens Behavioural Indicators of Role 2.1 2.2 2.3 2.4 Leading Transformational Managing Day to Day Delivering Programmes Change Focusing on Transactions of Change Outcomes for Customers and Citizens 2.1.1 2.2.1 2.3.1 2.4.1 Envisioning Organisational Developing the business Understanding awareness case e-Futures customers and citizens 2.1.2 2.2.2 2.3.2 2.4.2 Strategy, development Working with corporate Leading multi- and implementation Delivering excellent politics disciplinary teams services to customers 2.1.3 2.2.3 2.3.3 2.4.3 Communicating a Creating readiness for Programme compelling vision and Process change management generating commitment improvement 2.1.4 2.2.4 2.3.4 2.4.4 Working with appropriate Persuading and Project management governance Using information influencing others arrangements 2.1.5 2.2.5 2.3.5 2.4.5 Developing successful Making things happen Managing risks partnerships Performance and quality 2.2.6 2.3.6 2.4.6 Managing transitions Procurement and Getting the basics managing contracts right 2.2.7 2.3.7 Organisational Implementing new development systems GOVNPRO-03-V5-Feb07 11 Roles and Responsibilities Part 3 – Behavioural Indicators 2.2.1 Understanding customers and citizens Definition Able to develop an in-depth awareness of local community needs, and their capacity to use different access channels. Behaviours Understands the key determinants of customer experience and customer satisfaction Seeks out information on current and future needs and expectations of a diverse customer base Gathers and utilises feedback on the interactions between different types of customers and the Council Makes opportunities to meet with members of local communities Recognises the customer perspective in everything they do Develops customer feedback mechanisms within electronic service delivery processes and systems Analyses patterns of interaction and draws out the implications and Understands the role of interactions with the Council within customers’ lives. 2.2.2 Delivering excellent services to customers Definition Able to meet customers’ expectations through delivering services that use available technologies to optimise economy, efficiency and effectiveness Behaviours Prioritises the delivery of seamless services, based around customer needs Helps people within the Council to determine how the customer experience should look and feel Encourages others to take a corporate approach to the customer experience Understands how different service delivery models can meet different customer needs Understands customer segmentation and the implications for providing different types of e-services Develops new ways of presenting information and delivering services in order to meet customer needs Knows what services work best with particular access channels Understands how customers engage with different delivery channels Understands the key levers in moving people to different access channels Works with others to draw out the implications of channel migration in terms of different patterns and volume of demand Displays a passion for their services and a desire to continuously improve services for customers Builds a culture that demands service excellence within own service area and across organisational boundaries GOVNPRO-03-V5-Feb07 12 Roles and Responsibilities Part 3 – Behavioural Indicators Understands how to market the benefits of e-enabled services to customers and Encourages and helps people to use services. 2.2.3 Process improvement Definition Able to use, and to support others to use, appropriate process improvement tools and methodologies. Behaviours Helps others to apply key process transformation skills and concepts Positions ICT and e-enabled services as opportunities to challenge and enhance the effectiveness of existing processes Understands the range of methodologies available for process mapping and redesign Promotes the use of process transformation skills and concepts within the Council Introduces tools and techniques that stimulate innovation Thinks creatively to see how ICT can help to do things better Makes appropriate decisions on where and how different methodologies should be applied Understands different service drivers and roles Maps and reviews business process from end to end Understands the relationships and handovers between internal processes Understands the relationships between front and back office, and the role of ICT in ensuring seamless services Makes appropriate decisions on which services are suitable for e- enablement Identifies opportunities to eliminate duplicated efforts and inefficiencies Understands how services could be clustered or integrated to meet customer needs and deliver a seamless service to the public Redesigns processes to empower front line staff Seeks opportunities to vertically integrate services Suggests new ideas and unconventional solutions to service delivery problems Focuses resources on cross-service planning Thinks holistically in terms of people, processes and technologies to transform services effectively Helps people to focus on outcomes rather than inputs and Involves the relevant people in mapping and redesigning processes. GOVNPRO-03-V5-Feb07 13 Roles and Responsibilities Part 3 – Behavioural Indicators 2.2.4 Using information Definition Understanding the impact of ICT and e-enabled tools and services on organisational culture and processes. Developing organisational capability and capacity to make use of e-tools and processes. Behaviours Works with others to develop a strategy to address capability and capacity gaps Works with others to identify how HR processes and policies can support the flexible working arrangements demanded by ICT and e- enabled processes and services Recognises what organisational development interventions are needed to support cultural changes required by e-enabled services Recognises how existing processes and policies need to change in line with new roles and ways of working and Seeks ways to make realistic changes to working patterns and the physical environment in order to support ICT and e-enabled processes and services. 2.2.5 Performance and quality Definition Able to ensure appropriate performance and quality management processes are in place to deliver service, programme and project outcomes. Behaviours Works in consultation with others to design and implement corporate performance management processes Agrees challenging and realistic targets for evaluating service performance, and monitors own and others’ performance in relation to those targets Understands different methodologies and processes for evaluating performance at corporate, service, team and individual level Understands the different determinants of performance at corporate, service, team and individual levels Supports others to develop performance management skills Monitors progress against objectives, and takes appropriate actions to achieve delivery of results Clearly communicates the way success will be measured Seeks to empower others in line with people’s capabilities and agreed boundaries Takes immediate action to communicate and address areas of non- conformance and Produces and maintains records in line with requirements for quality audits. GOVNPRO-03-V5-Feb07 14 Roles and Responsibilities Part 3 – Behavioural Indicators 2.2.6 Getting the basics right Definition Able to ensure that existing ICT systems and working arrangements meet the needs of internal and external customers. Behaviours Builds an infrastructure throughout the Council that promotes integration and the agreement and maintenance of standards Establishes, monitors and polices infrastructure standards Demonstrates a detailed understanding of legacy and new systems Helps others develop ICT skills needed to make effective use of existing and new technology Ensures team uses existing and new systems to the full Works with others to make sure existing technology is exploited in new and rich ways Supports managers in cascading systems knowledge and skills throughout their teams Understands the interface between people and technology Ensures that new systems such as CRM are supported by customer service training Makes appropriate and consistent day-to-day decisions to solve ICT related operational problems Works with others to agree service plans and objectives that are integrated into corporate strategies and Ensures that service plans are monitored and corrective action is taken if necessary. 2.2.7 Implementing new systems Definition Able to manage the successful implementation of new systems and infrastructure. Behaviours Translates the overall corporate vision into the implications for ICT infrastructure Seeks to develop a corporate approach to ICT and infrastructure rather than a fragmented and ad hoc approach Understands ICT implementation methodology Plans for systems and technology change over the short, medium and longer term Establishes, monitors and polices infrastructure standards Addresses areas of policy which are either inadequate or absent following introduction of ICT Sets priorities for e-enabled services and ICT investment programmes in relation to corporate priorities Sets the strategic direction for ICT and the underlying infrastructure Determines the approach to selecting applications Ensures that new systems are integrated with legacy systems and GOVNPRO-03-V5-Feb07 15 Roles and Responsibilities Part 3 – Behavioural Indicators support service delivery Understands where the Customer Relationship Management system fits into the overall process, and with other systems Identifies and develops appropriate systems to support and deliver redesigned business processes Evaluates the capabilities of various relevant systems in relation to desired outputs and outcomes Ensures new systems are open and scalable, and have enough built in flexibility to integrate interfacing systems Gets the balance right between long-term architecture and short-term infrastructure and Ensures that everyone affected by new processes and technologies is adequately trained and supported in the new ways of working. GOVNPRO-03-V5-Feb07 16 Roles and Responsibilities Part 3 – Behavioural Indicators 2.3 Managing day to day transactions Behavioural Indicators of Role 2.1 2.2 2.3 2.4 Leading Transformational Focusing on Outcomes Delivering Programmes Change for Customers and Managing Day to of Change Citizens Day Transactions 2.1.1 2.2.1 2.3.1 2.4.1 Envisioning Understanding Developing the business customers and citizens Organisational case e-Futures awareness 2.1.2 2.2.2 2.3.2 2.4.2 Strategy, development Delivering excellent Leading multi- and implementation services to customers Working with disciplinary teams corporate politics 2.1.3 2.2.3 2.3.3 2.4.3 Communicating a Process improvement Programme compelling vision and Creating readiness management generating commitment for change 2.1.4 2.2.4 2.3.4 2.4.4 Working with appropriate Using information Project management governance Persuading and arrangements influencing others 2.1.5 2.2.5 2.3.5 2.4.5 Developing successful Performance and quality Managing risks partnerships Making things happen 2.2.6 2.3.6 2.4.6 Getting the basics right Procurement and Managing managing contracts transitions 2.2.7 2.3.7 Implementing new systems Organisational development GOVNPRO-03-V5-Feb07 17 Roles and Responsibilities Part 3 – Behavioural Indicators 2.3.1 Organisational awareness Definition Able to locate within the big picture where the Council is going and understand the implications for relationships with internal and external stakeholders and for policy, structures and processes. Behaviours Keeps up to date with emerging party political, corporate and business priorities and understands the link with initiatives Helps to shape the direction of the Council’s priorities Understands organisational processes and how they can be adapted or complemented through ICT Recognises the role and contribution of the five functions within the Council Understands how decisions get made in the Council, formally and informally Uses knowledge of organisational systems and processes to challenge and streamline customer and citizen interactions with Council Maintains an overview of the relationships between different service areas, and between service areas and the centre Identifies the underlying approach and set of beliefs and assumptions to service delivery with the Council Establishes and maintains effective relationships with Members Establishes and maintains effective relationships with representatives of key interest groups Ensures Members are well-informed on critical service issues and the community impact of decisions and progress Responds constructively to Members’ information needs, requests and feedback Develops and uses a wide internal network to understand what people are doing and want to achieve Develops and uses a wide external network to understand local community and business issues and people and Maintains links with external contacts and bodies to keep up-to-date with innovation and best practice. 2.3.2 Working with corporate politics Definition Able to understand and work with different business cultures and manage a complex blend of cultural and political issues. Behaviours Understands own and other’s boundaries of responsibility, accountability and influence Understands different working relationships and adjusts approach as necessary Develops political antennae, applying appropriate influencing techniques that are legitimate and consistent with the Council’s norms and goals GOVNPRO-03-V5-Feb07 18 Roles and Responsibilities Part 3 – Behavioural Indicators 2.3.2 Working with corporate politics Recognises the importance of managing personal reputation and credibility Speaks in the native language of different professional or organisational constituency groups Identifies the key influencers within the Council and secures their buy- in Accurately reads the shifting politics of the organisation, and changing motives and moves of stakeholders Recognises and works within own and others’ professional networks to influence peers Understands and helps others to understand key external influences on the Council and service area Raises the profile of ICT by getting it on the corporate agenda Engages the support of the Chief Executive Uses visibility and credibility to be in a position to influence planning and decision making at a range of different levels and forums within the organisation Positions oneself and change initiatives appropriately by deploying different perspectives and roles in pursuit of buy-in to initiatives Allies self and initiatives with powerful interest groups within the Council Understands and uses appropriately and creatively political strategies and tactics that are legitimate and consistent with the Council’s norms and values Understands the combination of factors that warrant political behaviour Recognises the long term game and knows when to move position or back down to achieve longer term gains and Develops power bases through accumulating appropriate resources and expertise. 2.3.3 Creating readiness for change Definition Able to help stakeholders apply new processes and technologies productively, developing a climate where these are recognised as a part of continuous change and improvement rather than discrete change initiatives. Behaviours Helps people to understand what the Council is trying to achieve through changes to ways of working and new systems Negotiates appropriate and realistic expectations amongst the senior management team Recognises that some may be suspicious or sceptical of the concept of e-Government and works to understand and address these concerns Creates opportunities for staff at all levels to suggest new and creative ways of delivering services Uses appropriate communication channels to explain drivers for change, potential benefits and impacts on systems and processes in GOVNPRO-03-V5-Feb07 19 Roles and Responsibilities Part 3 – Behavioural Indicators 2.3.3 Creating readiness for change own service area and in others Actively promotes what the Council is trying to achieve, Promotes the concept of e-Government as an opportunity to improve services Understands and is able to work with competing service department priorities Understands the components of organisational culture, and the key levers in changing the culture Develops creative ways in which to create and embed a customer focused culture Role models new ways of working through day-to-day behaviour and personal use of ICT Encourages members of the ICT function to become more business focused, exposes ICT staff to business requirements Recognises that there may be baggage on both sides of the ICT and service delivery divide and Develops a shared language between ICT and service delivery. 2.3.4 Persuading and influencing others Definition Persuades, convinces or influences others in order to gain agreement, win support or transfer ownership of ideas or concepts. Behaviours Highlights how investment in ICT provides support for Council’s political and corporate objectives Aligns ICT-related proposals with members’ interests and priorities Helps people to move from an attitude of getting the ticks in the boxes to a service focus Challenges constructively those who are reluctant to consider alternative ways of doing things Demonstrates an ambassador role when working outside the Council Gets out and about in the organisation to understand people’s personal and business goals Displays a collaborative and non-threatening manner Shows how proposals will meet the needs, hopes and objectives of stakeholders Shows how ICT impacts on the day-to-day activities of others Uses language and illustrations appropriate to the level and characteristics of the audience and Secures personal commitment to action in others. GOVNPRO-03-V5-Feb07 20 Roles and Responsibilities Part 3 – Behavioural Indicators 2.3.5 Making things happen Definition Able to balance and deal with the inherent tensions in managing change: driving through change, while taking people with you; focusing on the things that really matter, while navigating through complexity, negotiating priorities, seeking trade-offs and compromise, while keeping an eye on overall outcomes. Behaviours Drives through changes, while ensuring the vision and corporate plans for ICT are translated into, and informed by departmental and / or service plans Sensitive to, and able to influence corporate priorities Seeks to reconcile competing and interrelated priorities Identifies the priorities for action so as to focus efforts Engages with Members and key stakeholders as appropriate to involve them in relevant stages of the decision making process Judges when to make decisions by balancing the benefits of consulting with the need to move forward Blends individual efforts to achieve desired outcomes Locates, generates and allocates resources in relation to priorities Maintains a visible profile within the organisation in order to maintain the momentum for change Has a solution focus rather than a problem pre-occupation and takes action to facilitate progress Knows when and how to intervene by taking a helicopter or systems view Maintains, and helps others to maintain, a focus on what the organisation is trying to achieve Recognises blockages within the change process and works around or removes them Takes ownership of issues and for solving problems Anticipates potential resistance and conflict, and takes pre-emptive action Recognises own role in achieving objectives and engages accordingly Seeks feedback on self and initiative, and adjusts accordingly and Persists in the face of resistance by seeking buy-in through alternative means of influence. 2.3.6 Managing transitions Definition Able to put in place relevant processes and structures and facilitate the psychological phases encountered during transition in order to support others to move to new ways of working. Behaviours Able to bring people, processes and systems together to achieve a synergy of understanding Creates opportunities for staff at all levels to suggest new and creative GOVNPRO-03-V5-Feb07 21 Roles and Responsibilities Part 3 – Behavioural Indicators 2.3.6 Managing transitions ways of delivering services Recognises a range of different stakeholder interests, and works to find a way forward Develops and implements appropriate forums and processes to improve the flow of ideas and help to build consensus Develops relationships with people across the Council rather than developing specialist empires Encourages constructive and open critique by staff and citizens, and partners Recognises and balances stakeholders’ needs for an expedient solution with the longer term vision and strategy Consistently makes links between day-to-day activities and the corporate vision and priorities Understands and knows how to apply appropriate change management models and techniques to the local context Recognises how people experience change, and adjusts approach accordingly Listens to and displays sensitivity to people’s support needs Allows people sufficient time to adapt to change Works within the currents of change, by putting oneself in a position of risk and dealing with ambiguity and uncertainty Recognises different components of the system in order to be able to orchestrate change Promotes a more effective personal use of ICT by others Understands change from the citizen’s perspective Provides opportunities for input by citizen representatives and experts in the community Ensures that people use the technology available rather than follow old ways of doing things Works to secure some quick and visible successes and Seeks out opportunities for people to take responsibility for redesigning processes and ways of working. 2.3.7 Organisational development Definition Able to understand the wider impact of ICT programmes and projects on structures, processes, culture, and HR strategies and develop interventions in consultation with relevant stakeholders and experts. Behaviours Identifies the consequences for employee development of ICT projects and services Benchmarks relevant Organisational Development (OD) initiatives with other councils and organisations, and learns from best practice Understands how to assess the capacity of the organisation; how to interpret the results and what to do with them Recognises how HR processes and policies needed to change in line GOVNPRO-03-V5-Feb07 22 Roles and Responsibilities Part 3 – Behavioural Indicators 2.3.7 Organisational development with new role and processes e.g. changes related to different ways of working within front and back offices Looks for opportunities to distribute and delegate decision rights throughout all levels of the Council Understands how ICT programmes can potentially transform the role of a local authority officer Identifies the implications for a flexible workforce of ICT programmes Works with others to identify relevant OD interventions such as changing role profiles, introducing competency frameworks, and adjusting resourcing and rewarding strategies Recognises what organisational support is needed to support cultural changes demanded by e-enabled services and Rethinks existing working patterns, and physical environment in relation to ICT initiatives. GOVNPRO-03-V5-Feb07 23 Roles and Responsibilities Part 3 – Behavioural Indicators 2.4 Delivering Programmes of Change Behavioural Indicators of Role 2.1 2.2 2.3 2.4 Leading Transformational Focusing on Outcomes Managing Day to Day Change for Customers and Transactions Delivering Citizens Programmes of Change 2.1.1 2.2.1 2.3.1 2.4.1 Envisioning Understanding Organisational customers and citizens awareness Developing the e-Futures business case 2.1.2 2.2.2 2.3.2 2.4.2 Strategy, development Delivering excellent Working with corporate and implementation services to customers politics Leading multi- disciplinary teams 2.1.3 2.2.3 2.3.3 2.4.3 Communicating a Process improvement Creating readiness for compelling vision and change Programme generating commitment management 2.1.4 2.2.4 2.3.4 2.4.4 Working with appropriate Using information Persuading and governance influencing others Project arrangements management 2.1.5 2.2.5 2.3.5 2.4.5 Developing successful Performance and quality Making things happen partnerships Managing risks 2.2.6 2.3.6 2.4.6 Getting the basics right Managing transitions Procurement and managing contracts 2.2.7 2.3.7 Implementing new Organisational systems development GOVNPRO-03-V5-Feb07 24 Roles and Responsibilities Part 3 – Behavioural Indicators 2.4.1 Developing the business case Definition Able to identify the tangible benefits of optional ICT programmes or projects and appraise these against their potential cost, economic and/or financial viability, risk and operational impact. Able to develop a clear strategy for realising the benefits. Behaviours Demonstrates the potential benefits of using business case methodologies to others Develops a programme level strategic case to set the framework for business cases Identifies the most appropriate level and scope for the approval decision for the initiative, either corporate, service or operational unit Knows how to define a base-line to measure improvements in service delivery, quality and value Able to determine strategic value by demonstrating fit and contribution to corporate vision and objectives, community strategies, and service and operational plans Recognises and is able to demonstrate the opportunity costs associated with the initiative i.e. the cost of not doing anything Understands how to benchmark internally and externally Understands how to establish a business case process Develops a clear benefits realisation strategy and process, with specific owners identified Routinely uses business case methodology to appraise service and project decisions and to facilitate decision making around business investments Builds and maintains a business case that enables easy comparison of current business operations with potentially more beneficial future operations Demonstrates an understanding of how to develop appropriate metrics to determine, monitor and measure added value and value for money Agrees with relevant stakeholders the realistic business and service benefits that are deliverable Understands key concepts and models of financial analysis Understands the component parts of operating costs and revenue Understands how to measure the potential impact of ICT and e- initiatives on service delivery Identifies the HR and service implications of efficiency savings Presents the business case in a format that is likely to gain support of sponsors and other key stakeholders Works in partnership with others to examine the realism of their suggestions in terms of cost, resources, business goals and technology Identifies the timing of benefits realisation and manages expectations accordingly and Uses appropriate benefits realisation methods to keep track of benefits delivered and costs incurred. GOVNPRO-03-V5-Feb07 25 Roles and Responsibilities Part 3 – Behavioural Indicators 2.4.2 Leading multi-disciplinary teams Definition Able to recognise the specific challenges and opportunities associated with leading multi-disciplinary teams, and set a positive example by working towards team goals, focusing on joint problem solving and decision making, resolving conflicts and building alliances and networks. Behaviours Creates appropriate structures for cross-functional teams to deal with issues and projects Influences outside own service area to form win-win alliances with other areas of the organisation Clearly defines responsibilities and accountabilities of team and team members Works in consultation with team to define objectives and work plans Ensures team objectives and work plans take account of team members’ abilities and development needs Encourages others to be open and share their ideas within own service area and cross-functionally Seeks out and actively listens to the ideas of team members Builds a climate of trust which encourages people to behave co- operatively Provides advice and guidance on how to achieve team objectives in sufficient detail and at times which are appropriate to the needs of the team Updates objectives and work plans regularly, taking account of any individual, team and organisational changes Monitors the performance of the team against agreed objectives and work plans Provides clear and constructive feedback to team members Recognises that diversity adds depth, strength and balance to the team Seeks out opportunities to delegate tasks and responsibilities and Develops team approach and engenders a can do atmosphere. 2.4.3 Programme Management Definition Able to implement a structured framework for defining and implementing change within the Council. Able to manage and coordinate a portfolio of projects and activities to achieve outcomes and realise strategic benefits. Behaviours Applies techniques for planning, monitoring and controlling programmes Manages programme budget, monitoring expenditures and costs against benefits Ensures all relevant stakeholders are kept up-to-date with progress Agrees and implements appropriate reporting processes and formats Translates overall programme objectives and targets into specific GOVNPRO-03-V5-Feb07 26 Roles and Responsibilities Part 3 – Behavioural Indicators 2.4.3 Programme Management project plans and deliverables Integrates project plans into an overall programme plan Ensures the accuracy of relevant programme documentation Defines and implements appropriate governance frameworks and structures Ensures the programme operates within relevant organisational policies and standards Conducts formal review and assessment of the programme against strategic objectives Understands the financial decision making processes and timeline of the Council and how to bid Breaks down programme outcomes into project goals Co-ordinates projects and initiatives to ensure complementary project objectives and that corporate objectives are met Challenges and negotiates with others to ensure programme outcomes are achievable in financial and time terms Uses the right PPM tools for the right need Understands funding streams and their relationship to benefits management and Reviews projects at programme level and eliminates inconsistencies, overlaps and gaps. GOVNPRO-03-V5-Feb07 27 Roles and Responsibilities Part 3 – Behavioural Indicators 2.4.4 Project Management Definition Able to plan, lead and manage projects, including those which span departmental boundaries and/or involve other organisations and agencies. Behaviours Routinely uses formal project management methodologies and techniques Helps others to understand and use project management methodologies and techniques Negotiates and clarifies requirements and objectives with stakeholders and sponsors Ensures that specified activities and resources can be delivered to requirements Anticipates potential contingencies and changes to requirements Aligns project objectives with the Council’s strategic objectives, priorities and core capabilities Knows how to develop a Project Initiation Document and use as a living document Secures sufficient information to prepare workable plans and work breakdown structures, defining priorities and setting realistic milestones and deadlines Derives the activities required to achieve project outputs, to the level of accuracy and detail needed for scheduling and resourcing Negotiates with stakeholders when requesting changes to project scope and deliverables Monitors and helps others to monitor progress against the schedule, manage expectations and reschedule as appropriate Plans for, acquires and coordinates the necessary resources and skills against priorities and within agreed parameters of timescale, quality and cost Recognises what is required for effective project closure and handover Agrees acceptance criteria for handover to normal operations and business, effects handover and manages acceptance Ensures all relevant stakeholders are clear about the plan or schedule for handover Ensures that there is clear recording and definition of the state of the project at handover Agrees with the project sponsor the need for outstanding work and the means and responsibilities for carrying it out Secures agreement that all specified project work has been achieved Develops communication strategies that define how project communications will be established and managed Identifies the specific communications needs and requirements of each stakeholder group and Ensures effective two-way communications by utilising a mix of feedback mechanisms. GOVNPRO-03-V5-Feb07 28 Roles and Responsibilities Part 3 – Behavioural Indicators 2.4.5 Managing risks Definition Able to use appropriate methodologies and tools to identify strategic, operational or project risks, and able to minimise these. Able to exploit the benefits of new technology, develop new services and redesign processes without putting the Council at risk. Behaviours Establishes systems to identify, evaluate and actively manage risks Distinguishes between risks at organisational, operational and project levels Identifies what sources of information are needed to accurately evaluate risks Identifies where there are interdependencies between risks, and uses this to set priorities and plan Develops the appropriate risk reduction measures to mitigate, transfer, accept or insure against each particular risk Works in consultation with others to agree a plan for addressing identified risks Monitors and continuously reviews the effectiveness of the actions taken to reduce risks Develops appropriate contingency plans Provides the necessary training to ensure all staff can understand and manage risk effectively and Makes appropriate use of tools and techniques including risk profiling, risk register and a risk database. 2.4.6 Procurement and managing contracts Definition Able to manage procurement processes and ensure that contracts are negotiated and monitored effectively. Behaviours Nurtures and maintains long-term, high value supplier relationships Understands different types, conditions and applications of contracts Understands legislative and regulatory frameworks relating to procurement Understands and follows common processes for procurement specifications, invitations to tender, terms and conditions, bid evaluation and awarding of and management of contracts Evaluates identified options against constraints and criteria and selects the preferred options for further analysis Ensures all procurement activities are compliant with organisational, commercial and professional procurement policies and codes of conduct Provides guidance and expertise to support the successful delivery of procurement-based projects and other forms of commercial activity Negotiates and implements appropriate service level agreements (SLA’s) Applies the appropriate procurement and contract strategy to maximise value GOVNPRO-03-V5-Feb07 29 Roles and Responsibilities Part 3 – Behavioural Indicators 2.4.6 Procurement and managing contracts Uses understanding of whole-of-life costing to provide the necessary information to make the best decisions for the procurement route Recognises internal and external influences affecting purchasing decisions Understands the financial and commercial risks related to the purchasing decision Develops the skills of the procurement team Seeks to implement technological changes and improvements within procurement e.g. e-auctions, e-buying Adopts relevant negotiation techniques and style for individual negotiations, adopting the most effective strategies, skills and tactics for each situation Keeps up to date with emerging technologies to be able to critically evaluate contractors’ proposals Negotiates the best deal for the Council without sacrificing customer value and being aware of associated risks Packages services in a way that delivers outcomes and keeps pace with organisational change, without being locked into escalating service costs Confidently justifies the reason behind decisions when challenged Recognises when to buy skills in and / or sub-contract and Involves all relevant stakeholders in procurement discussions and decisions. GOVNPRO-03-V5-Feb07 30 Roles and Responsibilities Part 3 – Behavioural Indicators 3 Acknowledgements 4 Document History Version Change Date Number 1 Draft document for review 10 Jan, 2005 2 Incorporation of changes resulting from quality assurance reviews. 16 May, 2005 3 Table updating, formatting, presentation, proofreading of the document 30 Sep, 2005 and generation of final product for release. 4 Stylising and content review. 30 Nov, 2005 5 Changes to presentation and format; updating to reflect changes in 15 Feb, 2007 ownership and government organisation; a synopsis of the Capacity Building Programme and further information sections included; correction of typographical errors and contextual references to e-Government revised as the programme is now concluded. Document number assigned and included. File naming format amended and revised document published. 5 Further Information In all cases your regional director of local government practice is your first point of contact, except for fire and rescue authorities who should contact their business change manager. IDeA regional associates may also be able to help to broker partnerships, help authorities share experiences and to find information. Contact information is also available on the Capacity Building website. GOVNPRO-03-V5-Feb07 31 Roles and Responsibilities Part 3 – Behavioural Indicators ______________________ Notes ______________________ GOVNPRO-03-V5-Feb07 32