Local Government Staff Commission/Local Government Training Group
Linda LeahyDirector – Talent and Development
Secretary to LGTG
RESEARCH PROJECT
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”