Local Government Staff Commission/Local Government Training Group

Linda LeahyDirector – Talent and Development

Secretary to LGTG

RESEARCH PROJECT

Local Government Staff Perceptions of the Reform of Local Government

Process

Objectives

To gain insights into:•the communication needs of staff employed in Councils•staff concerns regarding / attitude to the change process•staff training and development needs

Outcomes

Study findings will be utilised to inform:

•the implementation of the Local Government Reform communications strategy, and •the Local Government Training Group capacity building programme

Sample SizeIn order to provide data from a cross section of councils in relation to size and geographical area a representative sample was selected from within the current 26:•Ards•Cookstown•Derry•Down•Dungannon•Fermanagh•Moyle

MethodologyVarious research design methodologies considered i.e.

questionnaire structured interview group interviews focus groups

Also use of the delphi method to facilitate group interaction and for obtaining shared views on the topics under discussion

In conclusion• A representative Focus Group consisting of staff and

trade union representatives should be convened in the sample councils with two LGSC/LGTG facilitators

• The focus group should be asked to consider three key questions

• The data should be collected by facilitator one via a visible flip chart with all group members having an opportunity to discuss and contribute

• The data should also be collected by facilitator two who should summarise the main points and feedback to the group for validation, amendment, and for additional information as appropriate

• The facilitators from each focus group should collectively summarise the data from all groups

• The summarised data should be presented at the People and Organisation Development Conference in December 2012 and delegates provided with the opportunity to suggest how the concerns and communication and capacity building needs of staff should be addressed and who should be responsible for implementation

Approach1. The focus groups facilitated by LGSC staff, following

appropriate training in their role2. The facilitators provide focus group participants with

a copy of the terms of reference for the study3. Facilitators outline to participants:• The purpose of the research• Their role, in that they do not have any suggested

answers to the key questions but are there to explore and record participants' observations and suggestions

3 Key Questions1. Communication:What staff need to know and why2. Attitude:Staff attitude to the reorganisation of Local

Government – Prides, Fears and Anxieties3. Learning & Development:Skill requirements to cope with the planned

change/targeted capacity building requirements - personal and organisational

PlanData Analysis by all facilitators resulting in ‘What’ staff identified as their communication and development needs

Presentation to conference delegates to determine ‘How’ ‘Who’ and ‘Timeline’

Get it written up and issued to participants

Observations

Willingness to engage, high level of participation – more seats!Simple things that they don’t know – timeline, VTCs, glossary of terms“at last someone is talking to us” “its astonishing to be asked so far into the process”Revisit, in clusters?

Findings – high level

1. Communication2. Attitudes3. Learning &

Development –• personal• organisation

• Key messages• Quotes• Suggestions

1. Communication – Key Messages• Not good currently!• Strong leadership in councils – asap• Clarity on timeline – i.e. this will definitely

happen• Consistency – within and across i.e. regional,

cluster & council• Consequences for ‘me’• Want to be told directly, not via media

Communication - Quotes“information is not passed on”“there is a lack of knowledge about what is happening”“staff are pretty far down the list”“it shouldn’t be left for employees to go looking for information about what is going on”

Communication - Suggestions• Single point of contact for information• Get an early message to those not

immediately affected – then concentrate resources

• Forums established where staff can ask questions and raise concerns

• FAQs

2. Attitudes – Key Messages• Apathy until clear leadership for new councils

established• Fear (privatisation, shared services,

vulnerability of bigger services to privatisation, Belfast-based services)

• Myths and rumours• Perceptions of them and us – ‘take over’• Concentration on immediate priorities – will

we lose out?

Attitudes - Quotes“another council with future-facing leader will be advantaged”“what will be the rates of pay?”“will I be forced to work elsewhere?”“lucky to have a job”“jobs are done in different ways in different councils”“the ‘higher ups’ have sorted themselves out”

Attitudes - Suggestions

• Increase level of exchange within clusters at all levels

• Build job requirements now• Immediate establishment of leadership• Consistency on organisational structures• Improve communication

3. L&D Personal – Key Messages• Timing and targeting important• Will be informed by communication and timeline• Make required competencies known for various

levels• Do not pigeonhole skills and experience• Personal preparation• Management/leadership/ICT

L&D Personal - Quotes“too late by the time it happens”“want to put our best foot forward”“all want to be part of the future”“need certainty to see the opportunities ahead”

L&D Organisation – Key Messages

• Inconsistent access to L&D – budgets, level of encouragement or simple knowledge of available opportunities

• Query about ‘readiness for change’• Management/leadership/ICT

L&D Organisation - Quotes“make it fit to develop”“elected members need to be up to speed”“given time to meet and get to know service in other council”“people on the ground doing the job best placed”

L&D - Suggestions

• Structured development plans• Input of individuals on how to improve their

service• Indicative job descriptions• Specific training needs of “at risk” group