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Organisation Development Strategy
Version 1.11
13th August 2015
APPENDIX 1
Contents
1 Introduction and context ...................................................................................... 3
2 What is an Organisation Development Strategy? ................................................ 4
2.1 Vision and Priorities ...................................................................................... 5
2.2 A Strong Democratic Mandate ..................................................................... 6
2.3 A fit for purpose Organisation Design and Structure .................................... 7
2.4 A loyal motivated and competent workforce ................................................. 8
2.5 A Culture that upholds our values and supports our aims: ........................... 9
3 The Action Plan: ................................................................................................ 10
3.1 Vision, Values and Priorities ....................................................................... 10
3.2 A Strong Democratic Mandate. .................................................................. 13
3.3 A Fit for Purpose Organisational Design and Structure .............................. 16
3.4 A loyal motivated and competent workforce ............................................... 17
3.5 A Culture that upholds our values and supports our aims .......................... 19
1 Introduction
The City of Lincoln Council has a clear vision and focussed objectives which set out what we aim to deliver for the residents, visitors and businesses in Lincoln. This clarity of vision has enabled the Council to continue to deliver quality services despite the impact, both nationally and locally, of the economic recession. Not only has the impact been felt by the council itself, but we are very aware of the impact on everyone who lives, works or visits the city and we will continue to ensure our services work as hard as possible to alleviate these effects. What has been missing though, is an inward facing vision, a vision for the type of Council we are aiming to be so that we can adapt and respond to the challenges we face. As your new Chief Executive, I wanted to produce an ‘Organisation Development Strategy’ that will foster a greater sense of organisational purpose and will help us deliver the cultural change required to respond to the challenges we face both now and in the future to secure a sustainable future for ourselves as an organisation. This Council has always benefited from a skilled, committed workforce. To deliver the magnitude of transformation required, we need to empower good employees to provide good, cost-effective services. The environment in which we operate may change but the need for talented, committed employees will not. It would be all too easy to take for granted the transformation we have already achieved and give the impression that we are only at the beginning of our journey. We should, however, take a moment to remind ourselves and recognise that we have already achieved a great deal. We have in place a solid foundation for success. I would encourage you to get involved wherever you can. Your energy, enthusiasm and motivation is critical in driving through the key changes This strategy is about change. One way or another, it will affect everyone Best regards Angela
2 What is an Organisation Development Strategy? The key elements of a Strategy for developing the Council:
A clear vision of what we want to achieve and what sort of organisation we want to be;
A strong democratic mandate for pursuing our vision & our priorities;
Organisation design and structure fit for fulfilling our purpose and our priorities;
A loyal, motivated and competent workforce who take ownership of and are empowered to deliver the organisation’s aspirations;
An organisational culture that upholds our values and supports the achievement of our aims.
2.1 Vision and Priorities The vision we have for the Council is:
A more efficient, more sustainable, more resilient, ‘ensuring council’, that delivers its
priorities Our Strategic Priorities as set out in the Council’s Delivery Plan 2014-2017 are to:
Grow the local economy;
Protect the poorest in our society;
Increase the provision of affordable housing;
Build a financially sustainable future for the Council. 2.1.1 Our values and principles - the distinctive approach of this council The Council has a number of values and principles which inform how it approaches the achievement of its key strategic priorities and distinguishes the role we envisage for this Council. It is a role for this council described elsewhere as an “Ensuring Council”, a council which sees itself as having a strong service provider role, a strong community leadership role in promoting social justice, but with a highly developed spirit of entrepreneurship to secure its long term sustainability. We will therefore: Promote a “public sector first” ethos by:
Ensuring public accountability and value for money for the tax payer.
Seeking first to provide services itself unless there is, without loss of public accountability, a compelling business case for doing otherwise.
Choosing public sector or not for profit partnerships first where alternative service provision proves necessary in order to retain full public accountability.
Reviewing legacy services outsourced to the private sector, continuing to secure standards and value for money, and continuing to evaluate opportunities for returning those services to public ownership and control.
Work proactively with the private sector:
Collaborating with the private sector to seek to optimise the market’s ability to fulfil these aspirations.
Using our democratic legitimacy as an elected body to intervene in local labour, housing and energy markets, to seek to prevent (or at least to mitigate the effects of) market failure to achieve our aspirations
Become Financially Sustainable by:
Looking for ways of entering the market place itself, selling goods and services, for the purposes of generating income to support our service providing role.
Seeking to achieve financial self sufficiency and sustainability over the next five years in order to maintain the strategic advantage of in-house services designed to meet local needs.
2.1.2 The issues in relation to our vision, values and priorities:
Despite previous communication via a range of channels, we cannot assume either knowledge of or ownership of what we seek to achieve among all our communities, our stakeholders or our workforce.
We face severe resource constraints and will depend on forging alliances of common interest to achieve some of our strategic priorities
We have to work with a government committed to further reductions in public expenditure and with a very different vision of reducing the size of the state.
Notwithstanding these challenges we will seek these outcomes:
The Council’s vision, values and priorities are widely understood and supported by members, stakeholders and the public;
Continuous progress in the delivery of our strategic priorities;
Services provided by the Council become increasingly self-sustaining;
New sources of income and approaches to service delivery are identified through innovation and entrepreneurship.
2.2 A Strong Democratic Mandate 2.2.1 The issues:
The Council conducts annual elections through which its democratic mandate is renewed however, participation in local elections is relatively low, so the Council needs to engage in an ongoing dialogue with the communities it serves to optimise public participation in the decisions the Council makes about the services it provides and the priorities it pursues.
The Council fulfils a wide range of regulatory, enforcement, revenue and debt recovery functions which if not conducted fairly and consistently will damage its reputation.
The standing and reputation of the council among our local communities is immensely important to maintaining the legitimacy of the council in acting for and on behalf of the city and its residents.
2.2.2 The outcomes we want to see are: Levels of civic and community engagement by Lincoln people continues to improve;
Our citizens feel that we are accountable to them;
The Council is recognised as a significant community leader trusted to promote the
needs, interests and aspirations of the people of Lincoln;
Local communities and stakeholders are empowered to influence the service we
provide and the way those services are provided;
Levels of satisfaction among our service users with the service they have received
from the Council is at least maintained and where possible continues to improve.
2.3 A fit for purpose Organisation Design and Structure 2.3.1 The Issues:
The Council is a large bureaucratic, hierarchical organisation with formal structures an immense diversity of very closely defined roles, many rules and procedures that are required to be followed, and high levels of division of labour;
Communication at personal levels can be problematic and ‘working in silos’ and non collaborative behaviours are things that our employees often complain about;
Those barriers between teams, departments and directorates need to disappear and a consensus forged around our primary purpose of finding the best solutions for our service users;
Decision making can be slow and could be quickened with greater delegation to more operational service delivery levels in the organisation;
We need to continue to identify opportunities to change organisational structures which appear to obstruct good service delivery, effective decision making and collaborative working.
2.3.2 What might improved organisation design look like?
A flexible organisation single mindedly focussed on realising its vision and serving the public;
More decisions taken at an operational service delivery level with increased levels of service users satisfaction about quicker decision making by the council;
A greater understanding of individual’s contribution toward organisational goals with the ability to go the extra mile for the customer without being constrained by job roles, structure or hierarchy.
Demonstrable continuous improvement in levels of satisfaction in the effectiveness
of communication throughout the organisation.
2.4 A loyal motivated and competent workforce 2.4.1 The Issues
We can only deliver our vision with the support of committed workforce with clear roles and responsibilities and the right skills and knowledge and the right tools to do the job;
Leadership styles may be inconsistent, opportunities for training and development are limited, staff supervision and appraisal are not universally available to all staff throughout the organisation;
Skilled and valuable employees leave the Council because they cannot see a rewarding career path available for them;
Staff are concerned that individual’s who are poorly performing are not being managed effectively which in turn affects their motivation;
Sickness levels remain high;
Opportunities for Member development are limited. 2.4.2 What outcomes are we looking for? The outcomes we are seeking to achieve are:
The Council becomes an employer of choice demonstrated through continuous
improvement in levels of satisfaction with the Council reported by elected members
and employees with sustainable turnover of employees;
A skilled and highly motivated workforce empowered to act on their own initiative to
provide better services for customers;
Continuous improvement in levels of staff satisfaction with the training and support
they receive;
Continuous improvement in levels of satisfaction reported by members and staff on
the functionality and reliability of our ICT systems;
A reduction in sickness levels.
2.5 A Culture that upholds our values and supports our aims: 2.5.1 The Issues:
We need to develop a culture which delivers the vision for the Council in the future.
This culture needs to be translated into values and behaviours with an expectation that these behaviours are demonstrated by all elected members and employees and where this is not the case, behaviour contrary to our culture is challenged.
To deliver the vision for the Council, we need to develop a more innovative, commercial and entrepreneurial culture. This means taking a risk by doing things differently. Achieving this requires an element of bravery and the courage to explore how previously untouched services, structures and ways of working may in fact be crucial.
Current staff concerns about a blame culture can drive behaviour where concern is firstly about self preservation and not about doing the right thing for the customer. A culture of innovation, entrepreneurialism and commercialism will not exist unless risk management is proportionate, decision-making is streamlined and there is a more supportive response to situations when things go wrong.
2.5.2 The outcomes we seek by changing our culture The outcomes we are seeking to achieve are:
A cultural shift embedded in the behaviours demonstrated by members and
employees;
An open attitude towards mitigated and managed risk in order to continue deriving more income from commercial activity;
A culture in which everyone is supported and empowered and where behaviours contrary to delivering the right outcome for the customer are challenged;
A culture in which everyone is expected to identify improved ways of working, wasteful use of resources and work which does not add value.
Increased instances of the use of innovation that brings improved service delivery
and efficiencies in resource deployment;
Opportunities to enter new markets and/or expand in existing markets to sell goods and services for the purposes of generating income to support our service providing role are maximised.
3 The Action Plan: Actions we will take to deliver the Organisation Development Strategy. These actions will be monitored by the Assistant Director Group
with quarterly reports submitted to the Corporate Management Team and Members.
Actions shaded pink are those identified as a priority through staff focus groups
3.1 Vision, Values and Priorities
Actions we will take: Responsible
Officer
Timescales
for Delivery
Resources
Required
1. Develop a communication programme which uses a range of media to ensure that the vision for the Council is understood and shared by our elected members, employees, partners and customers. Actions include:
Vision, priorities and Core Values woven into an internal comm’s campaign (incl stairwell posters) during August 2015
Vision, priorities and Core Values woven into external Your Lincoln Article covering the publication of the Council’s Annual Report
ADCRD
Aug 15
Xmas
edition
Comms
Team
Comms
Team
2. Continue to track progress in delivering our strategic priorities and communicate our progress
with elected members, employees, partners and customers.
Actions include:
Tracking progress:
Update the quarterly dashboard for CMT/AD group & Leadership to include key
milestone progress against key areas of council activity
ADCRD
Ongoing
Ongoing
Policy Team
Policy Team
Update the monthly strategic priority project spreadsheet for CMT/AD Group &
Leadership
Update the quarterly SPIT reports to Executive and Performance Scrutiny Committee
Update the six monthly ‘wash up report’ for Executive and Performance Scrutiny
committee covering progress on all strategic plan projects not reported to Members
elsewhere
Communicating progress:
Deliver the Council’s Annual Report on the progress of the strategic Plan delivery
plan and publish on line - audience is Members, Public and Partners
Actions as per action point 1 above
Explore re-formatting Your Lincoln so main articles in each edition reference back to
strategic plan priorities
Full refresh of strategic plan to commence May 2016 - will involve significant public
consultation
Ongoing
Ongoing
End of
Sept 2015
Xmas
edition -
YL
Xmas
edition -
YL
May -Dec
16
Finance
Team
Policy Team
Policy Team
Comm’s
team
Comms
Team
Policy Team
3. Develop a monitoring mechanism to track progress in delivering this strategy which is
communicated with elected members, employees, partners and customers. Actions include be:
Tracking progress:
Update the quarterly dashboard for CMT/AD group & Leadership to include key OD
milestone progress
Include OD progress in the monthly strategic priority project spreadsheet for CMT/AD Group
& Leadership
Include OD progress in the six monthly ‘wash up report’ for Executive and Performance
Scrutiny committee.
Communicating progress:
Specific Internal comms campaign covering the Organisation Development strategy vision and principles of an Ensuring Council (incl stairwell posters)
ADCRD (on
behalf of the
AD Group)
From end
of Q2 (sept
15)
Once
action plan
signed off
Sept 15
Sept 15
Policy team
Policy Team
Comms
Team
CX
Policy Team
Potential Corporate Briefing
ODS covered in the Annual Report
Sept 15
3.2 A Strong Democratic Mandate.
Actions we will take: Responsible
Officer
Timescales for
Delivery
Resources
Required
1. Undertake a comprehensive stakeholder mapping to understand linkage, common issues and potential opportunities. Actions will be:
Strategic Level:
First phase - mapping of strategic partners and gaps
Second Phase - Further work to understand nature and value sought from initiating engagement/re-engagement with partners
Third phase - CMT to commence a programme of engagement activity
ADCRD/CSM
Completed
July 15 - Health
and Education
Sept 15 - other
sectors
From July 2015
Policy Team
AD Group
AD Group
CMT
2. Involve a range of Lincoln people in consultation activities - not just the vocal minority – including those who may not currently see the Council as ‘my Council’.
Actions to include:
Liaison with Community Cohesion Officer to discuss ways of reaching minority communities
Review current outreach activities of Welfare team to explore how vulnerable residents views can be captured
Undertake consultation exercises with client groups from key partners
CSM
Jan 2016
Oct 2015
Nov 2015
Community
Cohesion
Officer
Welfare
Team
Policy Team
and Comms
3. Ensure the principles of systems thinking are being used to understand customer demand, to eliminate failure and deliver a more effective and accessible service which is right first time.
Actions here will start with a review of repairs service call-handling. After which a programme of further reviews will be developed to ensure that we are continuing to work towards a ‘Right First Time’ ethos Scoping document by 31 December 2015
AD/P&R/CSM Commencing August 2015
Collaboration with CMS Business Analyst, rep from each customer service area to form initial task-finish group
4. Understand and resolve difficulties our customers face in accessing services and resolving their concerns: we will capture the ‘voice of the customer’ and place this at the heart of our processes. Actions here will start with a review of repairs service call-handling. After which a programme of further reviews will be developed to ensure that we are continuing to work towards a ‘Right First Time’ ethos
CSM Commencing August 2015
Collaboration with CMS BDIT
5. Increase commitment by building joint ownership with partners to tackle critical issues and working together to achieve better outcomes for our communities.
ADP&R Scoping
document by 31
March 2016
CLG
discussion,
small task
group
6. Continue to develop our Community Leadership role through the Community Leadership Committee.
ADCSS Ongoing.
7. Promote the living wage through local businesses and through our procurement process.
Actions include:
Campaign launched , Register established and award scheme finalised - significant publicity
800 Key businesses contacted
Deliver a series of presentations to key bodies eg BIG, Chamber of Commerce, business breakfast clubs etc
Phase 2 - promote the Macro economic and business specific business case
Phase 3 -promote the social aspects
Phase 4 -influence consumer purchasing power
Procurement - explore how contract evaluation process can promote the Living wage via scoring with the Social Value element
ADCRD
Completed
Completed
Ongoing
2015
2016
2017
July 2015
Leader/
Policy Team
Policy Team
Procurement
8. Continue to lead an Anti-Poverty Agenda in Lincoln. Actions include:
Deliver a range of high profile campaigns: -“Helping Hands campaign”
Experian credit rating system for council tenants
Work with foodbanks and furniture recycling schemes
Develop self serve digital suite in City Hall
Deliver 600 education places via Lincoln College
Neets one stop shop
ADCRD
July -Sept 15
July 15 -March16
On going
Oct 15
2016
Jan 16
Policy Team
Revs and
Bens
WBL
3.3 A Fit for Purpose Organisational Design and Structure
Actions we will take: Responsible
Officer
Timescales for
Delivery
Resources
Required
1. Encourage virtual teams and workgroups to solve corporate issues and break-down barriers between teams, departments and directorates.
ADHES/HoR&B September 2015
– January 2016
(initial workshops
– ongoing as and
when further
workshops
required)
HR Advisor at
each meeting, +
Admin Officer /
to help set
Agenda, take
Minutes
Room bookings
2. Give employees the appropriate level of autonomy associated with their role and are empowered to do their work;
ADCSS Draft report for AD
group Dec 15
CMT Jan 16
3. Review our decision making processes to maximise delegation to more operational service delivery levels;
ADLCSS By 31st October
2015
Legal/DS
4. Review our channels of communication and their use to improve communication at all levels and across the Council; Actions include:
Develop and internal and external communications strategy
ADCRD
Dec 2015
Comms team
5. Ensure structural changes, however originated, remove any obstructions to good service delivery, effective decision making and collaborative working.
ADLCSS Ongoing HR
6. Review the purpose, format and content of job descriptions and consider the associated impact on the Council’s job evaluation scheme.
ADLCSS By 30th
September 2015
HR
3.4 A loyal motivated and competent workforce
Actions we will take: Responsible
Officer
Timescales for Delivery Resources
Required
1. Develop a matrix of core competencies which are embedded and assessed through recruitment and development processes; consider conducting a skills audit against the core competencies.
Actions include:
Develop a core competency framework;
Carry out a skills audit against the core competencies;
Review recruitment and selection processes to embed competency framework to ensure the right people are recruited and supported;
Embed framework into appraisals to identify development needs.
ADLCSS
By 30th September 2015
By 31st October 2015
By 31st October 2015
By 30th November 2015
HR and
some
external
support may
be required.
2. Develop effective leadership and management programmes to improve capacity and capability of all levels of management;
Actions include:
Develop a model for an ‘Assistant Director at City of Lincoln Council’ and a ‘manager at City of Lincoln Council’;
Develop a training and development programme to underpin the models;
Build assessment against the model into appraisals
ADLCSS
By 30th September 2015
By 31st October 2015
By 30th November 2015
HR and
some
external
support may
be required.
3. Develop a mechanism to effectively identify and address development needs;
ADLCSS By 30th November 2015 HR
4. Enhance career development, succession/workforce planning and talent management to ensure flexibility and an ability to respond to future changes.
ADLCSS Ongoing HR and
some
external
support may
be required.
5. Promote the benefits and rewards available from working for the Council ADLCSS Ongoing HR/Comms
6. Carry out an equal pay audit ADLCSS By 31st January 2016 HR
7. Deliver the ICT Strategy 2015-2018 to ensure that technology is effectively utilised and there is appropriate training to use it.
ADBDF As set out in the ICT
Strategy to be approved
in October 2015
As set out in
the ICT
Strategy
8. Commit to maintaining the living wage levels for employees. ADLCSS Immediate HR
9. Develop a structured programme to advocate employee wellbeing and safety including undertaking a stress audit.
AD HES End Dec 2015 Healthy
Lifestyles
team,
Corporate
Health and
Safety, HR
3.5 A Culture that upholds our values and supports our aims
Actions we will take: Responsible
Officer
Timescales for Delivery Resources
Required
1. Develop a set behaviours to underpin the culture to which we aspire and link to the core competencies;
ADLCSS By 30th September 2015 HR and
some
external
support may
be required.
2. Encourage Corporate Management Team, Assistant Directors and managers to be highly visible and act in a manner which supports the new culture and is in line with the models developed for Assistant Directors and Managers;
CX Ongoing Within
existing
resources
3. Embed the behaviours so that failure to follow the behaviours is challenged at all levels and support is given to those who do;
Recognition of the Corporate values and behaviours and support across
all ADs will be required to deliver this
CSM Ongoing – once the set of
behaviours is developed i.e.
from October 2015
Within
existing
resources
4. Empower employees by giving them the freedom to make incremental improvements at an operational service level, focused on delivering against the purpose of the service and what matters to customers;
CSM Ongoing Within
existing
resources
5. Ensure our internal and external communications support and promote the culture of the Council so as to ensure the values of the Council are understood by partners and customers to make expectations and to enable behaviours contrary to culture are challenged.
Develop and internal and external communications strategy
ADCRD
Dec 2015
Comms
team
6. Refocus our Towards Financial Sustainability programme towards increased commercialism;
ISRL/
ADBDF
By 31st July 2015 Within
existing
resources
7. Include commercialism and marketing as core competencies and raise awareness;
ADBDF/
ADLCSS
By 30th November 2015 HR/legal
8. Systematically review of all our services and their commercial opportunities to identify existing services/assets which can and should be run profitably, possible external and additional services/powers that can be used to generate profits;
ISRL/
ADBDF
By 31st December 2015 Some
external
support may
be required.
9. Provide opportunities for everyone to identify opportunities for income generation;
ISRL/
ADBDF
By 31st December 2015 Within
existing
resources
10. Lever in external funding to support new or existing service opportunities. ADP&R First draft of a funding strategy
30 November 2015 (work
already underway)
Development of a programme
by 28 February 2016
Michelle
Smith
Discussion
with ADs
11. Review our approach to risk in order to facilitate not hamper innovation. ADBDF By 31st December 2015 Within
existing
resources
