Organisational Development Case Study South Tyneside s Cultural Revolution

Transcription

1 al Development Case Study South Tyneside s Cultural Revolution Peter Fanning Former Head of al Development and People South Tyneside Council

2 organisational development? planned interventions to bring about improved performance......or is it just chaos?

3 chaos theory? If a butterfly flaps it s wings in China, will it set off a Tornado in Texas? wheelie bins & miracles

4 organisational development? Isolated fixes approach Assume that problems are primarily caused by poor processes. Assume that problems in one area of the organisation have no connection with problems in other areas. Spend money on fixing problems one at a time. al Development Understand that problems are not just caused by poor processes but by underlying behaviours and beliefs. Diagnose underlying problems within the system. Invest in interventions that target system-wide transformational factors.

5 organisational development? External Environment Mission and Strategy Structure Task Requirements & Individual Skills/Abilities Leadership Management Practices Work Unit Climate Motivation Individual & Organizational Performance Organization Culture Systems (policies & procedures) Individual Needs & Values Burke-Litwin model

6 organisational development?

7 an ounce of action is worth a ton of theory Friedric Engels 19 th century philosopher

8 s have stories to tell where we ve come from

9 through decline, deprivation and low confidence

10 things change around us.south Tyneside is heaven for Council Tax Payers Independent newspaper South Tyneside provides the best Council services in England Observer newspaper 1999

11 things change around us

12 things change around us

13 things change around us

14 modern local council? Vision No clear Vision & Policy Leadership Ignored Modernisation Agenda People Command & Communications and Control Performance Almost non-existent Management Partnerships & Customers No focus Procurement In-house

15 how do we want to be? Clear vision, priorities and planning Strong political and managerial partnership Working with partners Strong values Delivering what people want one team

16 South Tyneside s vision A better future for South Tyneside s people Our young people will have new hope because they will have a bright future. People of all ages will have high aspirations, great confidence and the skills and opportunities they need to succeed. People will be healthy, able to find work and will enjoy living here. Our reputation for excellence in service to communities will be widely recognised and South Tyneside will be playing a full role in contributing to a thriving and prosperous region

17 Our Priorities our priority themes Children & Young People Safer and Stronger Communities Jobs & Enterprise Children and Young People Safer and Stronger Communities Independent Partnership and at Healthy Lives the heart Regeneration Jobs and Enterprise Environment, Housing and Transport Wellbeing and Culture Resources Independent and Healthy Lives Housing, Environment and Transport Culture & Wellbeing Resources

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19 Next in class Intelligence Base Ipsos MORI Policy analysis International and National Experts Partnership Agendas Inspection and Review Community Consultation Where it is delivered How it is delivered Community Area Plans Theme Plans Service Plans Neighbourhood Action Plans Cultural Services Service Plan Personal Development Plan PDPs

20 JFK story

21 South Tyneside s cultural revolution the people stuff

22 the journey Personnel Reactive Transactional Operational Process & Procedures Human Resources Strategic Integrated Proactive Policy & Strategy al Development Holistic Process Redesign Workforce remodelling Culture

23 IMPROVING TOGETHER Workforce Development Plan al design Fit for purpose reviews Sound OD Infrastructure Core values One Team Equalities & diversity Value for money Big thank you Single status Pay & grading system Job evaluation Absence management Policies & procedures PDP Skills audits Training plans Competencies framework Capable managers programme Recruitment & Retention Valuing people project Employee benefits Worklife balance Induction Coaching Leadership academy Mgt. development Management competencies Share, learn, improve

24 HR strategy

25 skills framework

26 Strong co-ordinated political and managerial relationships Working together to build trust A joint leadership programme

27 core values Integrity we will do the right thing whatever the circumstances Valuing People we will respect everyone and appreciate their diversity Excellence we will strive for continuous improvement

28 action centred leadership purpose outcomes tasks resources time team spirit mutual support communications core values and principles John Adair model people roles personal support fears, concerns, hopes, aspirations

29 impact

30 leadership development Impact Programme aims : To further transform the culture and management practice of the Council by working with senior and middle managers to develop their leadership behaviours and skills To create an alignment of leadership and management practice with the vision and values and to ensure the delivery of the Council priorities

31 leadership development - playing the blues!

32 management development Our Programme: Delivering Excellence Planning for Performance Management Delivering Customer Facing Services Managing People Cross Team Working and Communications Measuring Impact and Evaluation

33 capable managers programme

34 what else? Investors in People Improving Networking and Communication Team Briefings Employee Attitude Surveys Revised Induction procedures One Team The Big Thank You Valuing People Policies and Benefits (e.g. Stuck not Sick ) Framework of Management Competencies

35 hard nosed warm hearted

36 reward and recognition

37 sickness absence - hard nosed Selfactualisation needs Esteem needs Belongingness and love needs Safety needs Physiological needs Absence Management Policy Consistency Communication Information Reporting procedure Telephone notification Certification procedures Return to Work interviews Trigger points Absence support meetings Case conferences Home visits Phased returns Occupational Health Service Counselling service Physiotherapy service

38 sickness absence warm hearted Selfactualisation needs Esteem needs Belongingness and love needs Safety needs Physiological needs

39 sickness absence warm hearted stuck not sick I trapped the dog s paw when I went in the fridge for milk and now I need an hour to take him to the vets homeworking compassionate leave

40 sickness absence hard nosed warm hearted Actual Days Lost Apr-02 Apr-03 Apr-04 Apr-05 Apr-06 Apr-07 Apr-08 Apr-09

41 cultural change? behaviours and attitude language supporting values

42 attitude

43 management competencies : Planning to achieve results Managing yourself to achieve results Making decisions to achieve results Focusing on the future

44 performance blockers?

45 top performers!

46 who wins? we all win!

47 wheelie bins & miracles

48 does it work...? Performance Agency Staff Spend Sickness Council Tax

49 direction of travel Improvement Excellent Improving Well 3 stars Improving Strongly 4 stars Improving Well 4 stars Improving Strongly 4 stars Fair Fair Failed Ofsted

50 how will you know if it works...? One Team with a strong political and managerial partnership Distributed leadership and a high level of delegation and empowerment A clear, shared Vision with your Partners and strong values Core values agreed by Members and Officers A strategic approach to people management that is integral to the business of the Council You ask people what they want and deliver it

51 One Team

52 none of us is as clever as all of us