Date post: | 21-Jan-2018 |
Category: |
Government & Nonprofit |
Upload: | ppma-public-sector-people-managers-association |
View: | 112 times |
Download: | 1 times |
Public Sector Show –ExCeL London
PPMA Open TheatresJune 27th 2017
Chaired by Karen Grave – Vice-President PPMA
CONTENTS
About PPMA
Case study 2: Workforce transformation – How do you build a 21st century workforce?
About PPMA (1/3)
The Public Services People Managers Association (PPMA) is the first choice association for people professionals in public services.
We provide an unrivalled community of specialist professionals who support each other.
The who:
• Membership comes from Local Government, Central Government, Blue Light, 3rd Sector and consultants
• Our community is highly qualified, passionate, committed and diverse public services HR and OD community.
• We play a critical role in influencing key decision-makers and stakeholders involved in people management and workforce issues.
The what:
• We focus our efforts on ensuring that workforce issues are at the forefront of the debate about the future content and shape of public services and particularly the HR & OD support required to support them.
• With key partners, we sponsor and support a number of programmes which develop HR professionals at various stages of their career; and we deliver National and Regional events. We also deliver an Annual PPMA Excellence in People Management Awards programme and run a highly successful annual conference.
• We lobby relevant bodies on behalf of our members and influence thinking and decision making on key issues affecting the organisations we work with and within.
About PPMA (2/3)
We offer our members, employers and partners a compelling value proposition
We offer competitive membership pricing
Insight - Relationships – Career Enhancement
Reach – Community - Influence
Influence – Knowledge - Community
We offer our Members
Our partners obtain
Our employers benefit from
Level Description Pricing*
Districts and Boroughs
For Two-Tier authorities and Borough Councils
£60 pa
County councils/unitary authorities/metropolitan boroughs
Includes authorities in Northern Ireland
First members (full) £100 pa
Then £75 pa per individual
Blue Light and Central Government
Includes 3rd sector organisations
£60pa
Non HR practitioner
For all non HR/OD professionals, but senior leaders with workforce leadership responsibilities, e.g., Director pf Adult Services
£60pa
About PPMA (3/3)
We have an ambitious business plan but that is underpinned by our core values.
Our business plan has 4 core themes.Our brand values set out the behaviours
that we believe will best help us deliver our Business Plan objectives.
We reinforce these in all work that we do in advancing our vision:
Listening
Talking
Promoting
Disrupting
Influencing
Sharing
Developing
Workforce transformation –21st Century Workforces
Delighted to introduce Neil Keeler, Group Manager People & OD, Southend on Sea Borough Council
Southend-on-Sea won both the 'Transforming the Working Environment' and 'Sustainable Transformation' prizes at this year's PPMA Awards.
Scope of our session:
• Transforming the workforce – The Southend Way
• 21st Century Public Servant research
• A look at Walk Tall - the eBook created in collaboration between the PPMA, Solace, the Local Government Association and the University of Birmingham
CASESTUDY2
Southend background
Southend achieved LGC Council of the Year in 2012 (an extremely rewarding outcome from the first 2006 ‘Inspiring’ culture change programme)
Local Government association peer reviewers left Southend reflecting on ‘the most impressive employee engagement’ they had seen ‘in over 25 years in local government’.
‘In awe of the breath taking culture’ they found here at Southend Borough Council this presentation explains how that transformative working culture was created
Two OD programmes were responsible:
‘At risk of failing’ in 2006 – the only way was up!
Council of the year 2012 - the pinnacle of success – now what?
Beginning again, this time from success – we still started by listening.
CASESTUDY2
The new programme
Our 2nd programme encouraged 2,700 suggestions from our people, focused within 5 areas, to help us improve further:
Behaviours
Capability
Leadership
Shared Purpose
Values
Engagement with our 2nd programme was overwhelming
We used Change Instigators to support the programme
These volunteer ‘change champions’ were used with great effect in the first OD programme
CASESTUDY2
Change champions
They acted as ‘narrators’ and ‘story tellers’. Credibly explaining the ‘heritage’ of the programmes and maintaining the continuity of our story, they were integral to culture change succeeding, as ambassadors, critical friends and in testing ideas
Operational people, from ‘front-line’ and ‘back office’ roles, often not in management roles, they demonstrated leadership.
Their integrity, authenticity and passion for improvement defeated accusations of ‘this is just an HR initiative’ or ‘this programme won’t actually change anything’.
They sieved through the thousands of suggestions, identified work streams, goals and interventions to move performance forward, again.
Obtaining political and senior leadership support was critical, especially in a time of deep budget pressures
CASESTUDY2
The Southend Way
Three key culture change themes emerged, embodying aims critical to our ongoing success:
Resilience and Growth
Engaging Leadership
Focused Performance
These themes and supporting workstreams became the Southend Way
CASESTUDY2
Resilience and growth
Ensuring our people were engaged, strong, flexible and ‘developed/grew’ at a rate greater than that of the change, was critical:
Take Time To Think – stopping ‘the hamster wheel’ to reflect and review. Access our award winning coaching programme or new action learning groups. Workshops on Systems
thinking, the 21st Century Public Servant and external speakers the MD of the Metro
Bank talking to us about ‘creating fans not customers’ were used as provocateurs
Your talent, our performance – the workforce development cycle and how performance management supported individual’s development were reviewed. A new learning management system is being with new systems to monitor and support L&D
Be more business-like – Supporting services to reduce costs (£56m 2011-15 in the context of a £124m revenue budget), also improving income becoming more entrepreneurial
Productive, healthy working lives – Introducing a new resilience programme using a holistic resilience profiling tool showed our commitment. Public health colleagues contributed with Mindful Employer status adopted – staying healthy both physically and mentally was critical
CASESTUDY2
Engaging Leadership
Engaging Leadership had been critical to previous successes. A new leadership development programme using a 360 feedback tool challenged leaders again
‘Downsizing’ risked devastating our employee engagement, four critical workstreams sought to ensure that didn’t happen: Courageous conversations – leaders would need to challenge previous
practice, addressing the ‘elephants in the room’ addressing difficult issues Change & transition – courageous conversations would focus on change, and
critically supporting transition – ensuring our people successfully adapted and managing the impact it would have on them were priorities for leaders
Coaching, feedback & recognition – leaders needed to develop and grow our people, coaching higher performance in a developmental way
Solutions, innovation and creativity – enabling our people would to create innovative solutions to not only maintain our services, but improve them
CASESTUDY2
Focused performance
The final theme needed to wed changing business strategy, to our people. informing what needed to be different and how. Arguably this was the most challenging theme. It needed to encourage:
Clarity & consensus on our priorities – SBC was re-aligning reduced resources whilst ensuring those in greatest need were supported. A new conversation with our community titled ‘Our town our future’ started identifying key outcomes for the
More targeted & effective in our outcomes – Every service or relationship has been reviewed, ensuring our focus is impact/outcome not procedure. Coaching to outcomes was key - not the process and bureaucracy on the way!
Collaborating, negotiating & improving partnerships – Partners were involved extensively in both programmes
Stopping non-priority activity – SBC like all other UK councils is pressured to stop some services. Innovative practice, increasing income, wider use of volunteers and closer partnership working have all been used to minimise service closures
CASESTUDY2
Values were embedded in performance
Identified in our first culture change programme, our values were reviewed in 2011 and firmly re-confirmed as relevant
Programmes promoting ‘Doing the right thing’ and team ‘Values’ workshops were introduced
Acting as ‘a safety valve’ to the emerging risks that occur in a much busier yet downsizing organisation, they ensured how we worked was sustainable and our behaviours were the ‘right’ ones
Our people repeatedly expressed that if in changing the council, we left behind our values and everything they represented, then we would have not succeeded
CASESTUDY2
So what? Our outcomes…
Our 2015 LGA independent and external Peer group review noted the following:
“The Council has a track record for achieving – it has a ‘can do’ attitude”
“Enduring and purposeful senior management leadership – winning MJ Senior Leadership Team of the year
2016”
“Successfully managed £66m of reductions (from 2011/12 to date) with minimal negative impact on services”
“Managed a complex political administration offering stability through change”
“Delivered critical service improvements e.g. new waste contract saving £22m over 15 years and achieving
improved outcomes”
“Some truly amazing achievements through effective partnerships – University & college The Forum, Stobarts
and the Airport, local businesses and the Hive etc.”
“Creating a clean and prosperous Southend: Hive, Cliffs Pavilion, Chalkwell Park, Cycle network, Garrison
development, railway stations, improved road network, forming our own energy company.”
“Investors in People Gold achieved in 2015.”
We launched our own L&D venue in 2011, as other authorities were cutting L&D we invested in ours.
SBC formed a new partnership with the Pre-School Learning Alliance successfully attracting £40m (from the Big
Lottery Fund) over the next 10 years.
Works commenced on our £210m Airport Business Park creating over 7,000 new jobs and transform the surrounding highways and infrastructure over the next few years.
CASESTUDY2
Background
The why and how
Being a 21st Century Public Servant
Walk Tall Launch
What is happening around the country
What could we and should we do next?
Next steps
21st Century Public Servant Introduction
CASESTUDY2
The Research: “Cui servire est regnare” To serve is to rule
The Premise
The sponsors
The research team
The outputs
- The future of work is changing- Further Public Sector integration
presents huge challengers- We need to understand what the
21st Century Public Servant looks like
- Dr Catherine Needham (University of Birmingham)
- Dr Catherin Mangan (University of Birmingham)
- Supported by:- Interviewees, survey
responders, bloggers
- ESRC (Knowledge Exchange Project with Birmingham City Council)
- Public Services Academy
- Identified 8 key roles- 10 key characteristics- These are portable across different
public service organisations- …..and Third sector
CASESTUDY2
Walk Tall: Being a 21st Century Public Servant
Steering Group established
Over 60 people interviewed for the book
Participants from LG, Blue Light, Health and Voluntary Sector
Used storytelling as the technique to describe the characteristics in action already
eStorybook Launched in July 2016
To date over 3,500 hits on the LGA and PPMA website
CASESTUDY2
The 21st Century Public Servant:
Is loyal to their locality Works with citizens as equals Has a public service ethos as well as commercial awareness Has generic as well as professional skills Builds a career across sectors and services Reflects on practice and learns from others Thinks creatively about ongoing austerity Takes the initiative, acts as a municipal entrepreneur Embraces distributed and collaborative leadership Needs flexible, supportive organisations.
The characteristics
CASESTUDY2
Following the launch of the book, we developed a summary Vodcast
It gives a great overview of the work we have done so far
Walk Tall …..the Vodcast
Please double click on the icon to activate the video and then click the play key
CASESTUDY2
Why does this work matter?
It represents the most current thinking in the field AND it is applicable across all of public service
Walk Tall can be used:
Holistically for those organisations looking at whole scale workforce transformation
To enable people development activities, e.g., leadership and management approaches
To help address some of our most pressing challenges:
It is absolutely applicable across Health21st
Century Workforce
New Pay Structure
NLGN New Deal
Ongoing funding
challenges
Integration
CASESTUDY2
A range of activity is underway: Some is cross council
Other is very specific
Some examples 21st Century Employer assessment tool
Leadership survey
360 degree management tool
Leadership development
We are also making sure that we are publicising the sister research: 21st
Century Councillor and thinking about how that can sit alongside 21st Century Public Servant
Looking at how 21st Century Councillor will apply in other public sector governance settings
We are already applying 21st Century Public Servant in practice…..
CASESTUDY2
We are working on a 21st Century Workforce ‘accreditation’ programme…..
And continuing to spread the word amongst the broader public sector
We are also applying 21st Century in the LGA New Graduate Development education programme
We are also using it as the basis for some of our lobbying responses and partnership working with other bodies
Next steps and questions
CASESTUDY2
Follow PPMA on Social Media
PPMA Flickr
PPMA Facebook page
PPMA YouTube Channel
PPMA Twitter handle
PPMA RSS feed
PPMA LinkedIn Group