al Development Case Study South Tyneside s Cultural Revolution Peter Fanning Former Head of al Development and People South Tyneside Council
organisational development? planned interventions to bring about improved performance......or is it just chaos?
chaos theory? If a butterfly flaps it s wings in China, will it set off a Tornado in Texas? wheelie bins & miracles
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.
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
organisational development?
an ounce of action is worth a ton of theory Friedric Engels 19 th century philosopher
s have stories to tell where we ve come from
through decline, deprivation and low confidence
things change around us.south Tyneside is heaven for Council Tax Payers Independent newspaper 2000. South Tyneside provides the best Council services in England Observer newspaper 1999
things change around us
things change around us
things change around us
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
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
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
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
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 2008-2009 Personal Development Plan PDPs
JFK story
South Tyneside s cultural revolution the people stuff
the journey Personnel Reactive Transactional Operational Process & Procedures Human Resources Strategic Integrated Proactive Policy & Strategy al Development Holistic Process Redesign Workforce remodelling Culture
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
HR strategy
skills framework
Strong co-ordinated political and managerial relationships Working together to build trust A joint leadership programme
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
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
impact
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
leadership development - playing the blues!
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
capable managers programme
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
hard nosed warm hearted
reward and recognition
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
sickness absence warm hearted Selfactualisation needs Esteem needs Belongingness and love needs Safety needs Physiological needs
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
sickness absence hard nosed warm hearted Actual Days Lost 14 13 12 11 10 9 13.9 13.7 12.58 11.46 11.45 10.22 10.2 9.5 8 7 Apr-02 Apr-03 Apr-04 Apr-05 Apr-06 Apr-07 Apr-08 Apr-09
cultural change? behaviours and attitude language supporting values
attitude
management competencies : Planning to achieve results Managing yourself to achieve results Making decisions to achieve results Focusing on the future
performance blockers?
top performers!
who wins? we all win!
wheelie bins & miracles
does it work...? Performance Agency Staff Spend Sickness Council Tax 2002 2003 2004 2005 2006 2007
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 2001 2002 2003 2004 2005 2006 2007 2008
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
One Team
none of us is as clever as all of us