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City of Wolverhampton Council’s

OrganisationalDevelopment Strategy2015-16

Working as one toserve our city

C3FuturePeople

2 City of Wolverhampton Council wolverhampton.gov.uk

Introduction

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Organisationaldevelopment at theCity of WolverhamptonCouncil

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Strategic context

5

Our priorities for2015-16

6

1

2

3

4

Our strategy

7

Our currentworkforce

8

Our behaviours

11

Learning anddevelopment

12

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7

8

CONTENTS

Organisational Development Strategy

INTRODUCTION

Our Purpose and VisionWe are passionate about delivering great services andmaking life better for everyone in Wolverhampton. This issummed up in our mission statement:

Working as oneto serve our cityThe vision for Wolverhampton is to be a city where the localeconomy is strong and sustainable, where our communitiesachieve their full potential, our people live longer and aresupported in times of need, but in order to achieve thesewe need a stronger council that is ready and able to deliverchange. This is set out in our Corporate Plan.

In order to deliver the Corporate Plan, we need to have aworkforce that has the rights skills and understands howwhat they do makes a difference. This is part of being a‘Confident Capable Council’ – our key priorityunderpinning the delivery of a stronger economy andstronger communities.

A transformation programme has been established toensure that the City of Wolverhampton is a ‘ConfidentCapable Council’ and one of the key areas of work as partof this is ‘Future People’. The Future People programmebrings together a number of projects, initiatives and actionsacross the city to ensure that we have a workforce readyand able to meet the challenges ahead.

Introduction1

3wolverhampton.gov.uk

A strongereconomy

Strongercommunities

A confidentcapable council

Our priorities

ORGANISATIONAL DEVELOPMENT AT THE CITY OF WOLVERHAMPTON COUNCIL

Organisational Development (OD) is a planned approach toimprove organisational performance through aligningstrategy, people and processes.

This strategy is aimed at promoting a corporate approachto the management of our people and supporting a cultureshift which enables the organisation to become ‘confidentand capable’.

In order to be effective, Organisational Development needsto be planned and implemented at three levels:

• Organisational

• Team

• Individual

This strategy provides a framework to address issues suchas structures, systems, skills, behaviour, attitudes, cultureand leadership, primarily through our people. It sets out ourapproach to make the City of Wolverhampton a good placeto work.

Organisational development at theCity of Wolverhampton Council

2


ORGANISATIONAL

TEAM

INDIVIDUAL

Organisational Developmentneeds to be planned andimplemented at three levels:


STRATEGIC CONTEXT

The environment in which the council works is constantlychanging, meaning the organisation needs a flexible andagile workforce ready to take on the challenges ahead.

Since 2010 in response to the economic downturn, theGovernment’s priority has been to reduce public sectorborrowing. This has resulted in funding cuts in localgovernment of an unprecedented scale. Over the last fiveyears, the value of general grants awarded to the City ofWolverhampton Council by central government hasreduced by over 50% in real terms leaving the councilwith over £148 million less to spend in 2015 / 16 thanin 2010 / 11.

This means we need to develop more commercial andentrepreneurial skills within our workforce, and it becomeseven more important that we work as one council, toeliminate any inefficiency or duplication of effort. This willmean we have to work in a matrix way, utilising projectand programme management skills to work acrossservices. We need to be better at commissioning andprocuring services, alongside robust financialmanagement to enable us to meet the budget challenge.

Devolution is a key topic for local government, andparticularly pertinent to Wolverhampton. We are the leadauthority for developing a Combined Authority for the WestMidlands region.

We are also a member of the ‘Key Cities’ group, askingGovernment to devolve more fiscal powers to Key Cities inorder to spark economic growth. This means influencingand collaboration skills amongst our leaders andmanagers is key, to ensure that Wolverhampton is effectivein working in partnership.

Strategic context3


Jaguar Land Rover’s new Engine Manufacturing Centre at the i54 Business Park

OUR PRIORITIES FOR 2015-16

For 2015-16, our priorities are:

1. Leadership and Management

2. Employee engagement,including a new induction approach

3. Future workforce

4. Equality and Diversity

Our priorities for 2015-164


PlacePeople Corporate


OUR STRATEGY

Our strategy5


Leadership andmanagementWe will support anddevelop our leaders tomanage effectively inorder to deliver ourcorporate plan

EmployeeengagementWe will develop aculture in whichemployees feelmotivated to serve ourcity as one council

FutureskillsWe will ensure that there is arobust workforce planning inplace to ensure we have theright people with the rightskills. This is broken down by:

People | Place | Corporate

Equality anddiversityWe are committedto equality anddiversity in ourworkforce

Workforce Development PlansService/Team Level

AppraisalsIndividualdevelopmentplans

City of Wolverhampton Council - Organisational Development Strategy 2015-16

CorporatePlan

Confident, Capable Council

C3 TransformationProgramme -Future People

OrganisationalDevelopmentStrategy

Employee andleadershipvalues andbehaviours

OtherPlacesPeopleCorporate

B

34%22%

42% 4%

OUR CURRENT WORKFORCE

Our current workforce6


As at March 2015

Directorates



9

Business &PartnershipSupport

CustomerEngagement

Operations

Other

Personal &Social Wellbeing

3

6%

17%

28%

10%

26%

Regulation

2%5%

Clerical andAdministration

7%Technical

Learning & People Development

2%

wolverhampton.gov.uk

Roles

As at March 2015



1,375

4,735

3,360

29%

71%1,084

22.9%

71

1.5%

Employeeheadcount

Black andMinorityEthnic

Disability

As at March 2015


OUR BEHAVIOURS

Our behaviours 7


PRIDE: our core behavioursWorking as one to serve our city

How we will behave

We deliver for our customers, satisfying their needs and empoweringemployees to do the right thing.

We are confident advocates for the city and the council. We are positiveabout what we do and work actively with our partners to build confidence.

We value each other’s contribution, empathise with colleagues, areself-aware and remain open in difficult situations. We are flexible andopen-minded in our approach. We listen and respond to new ideas.

We take the initiative, take ownership of problems and see them through,challenging where appropriate and acknowledge uncertainties.Importantly, we will be evidence-led in our decision-making.

We work as one council, sharing ideas, each other’s priorities andproblems. We work together to develop shared, sustainable solutions tocomplex problems.

Put customers first - be customer focused

Raise the profile of the City - be positive

Inspire trust and confidence - be open

Demonstrate a can-do andtenacious attitude - be a change agent

Encourage teamwork - be a team player

PRIDE

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LEARNING AND DEVELOPMENT


COUNCILLORS(60)

HEADS OFSERVICE

(60)

Councillor ICT and Development Group

Master ClassesInternal/External

facilitated such as:Leadership stylesInfluencing and collaboration

Media training Action Learning Sets

Psychometricassessments

Coaching/mentoring

Key skills formanagers

Working as one council, andwith partners to develop

briefingse-learning

face to face

for example:

Project management

Financial management

Managing risk

Managing an agile workforce

Political awareness

Partnership working

Key skillsfor all

briefingse-learning

face to face

for example:

Technical skills such as ICT skills

System skills such as Agresso

Personal skills such as time managment

and mindfulness

Developing knowledge on topics

such as demand management and commercial skills

External developmentopportunities

MIDDLE ANDFIRST LINEMANAGERS

(c400)

Accreditedmanagement

modules

ALLEMPLOYEES

(c4735)

Induction -values, behaviours,

responsibilities, how we communicate

Essential coursesDelivering an appraisal

Managing sickness absenceDealing with grievances

Managing capabilityManaging disciplinary cases

Talent managemente.g. Graduate developmentmanaging for social care etc

Coaching/Mentoring(Internal/WME)360 feedback

360 feedback

Leadership briefings

LEADERSHIP DEVELOPMENT PROGRAMME

MANAGEMENT DEVELOPMENT PROGRAMME

ESSENTIAL TRAINING

Role based professional development

SEB AND WIDER

LEADERSHIPTEAM (15)

Learning and development

Figures as at March 2015

Learning and development - The Wolverhampton Way

Employeevolunterring

scheme

Equalities

Protecting information

Health and safety

Customer service

Dementia Awareness

Corporate parenting,safeguarding, CSE

& Prevent



1 Leadership and Management


In 2015-16 we will

Develop and implement a Leadership DevelopmentProgramme for senior leaders in the organisation, including:

• Commissioning a series of masterclasses on leadershipbehaviours and ‘wicked issues’ including using internalexpertise and city partners where possible

• Setting up an executive coaching and mentoring schemefor our top 75 managers

• Setting up an Action Learning Set approach for leaders,ensuring at least one learning set is established

• Implementing a 360 feedback process for our top75 managers

Implement of a management development programmeincluding a manager’s toolkit

Develop an approach to talent management in theorganisation, including participation in the nationalgraduate development programme and local‘grow your own’ initiatives

Ensure bi-monthly leadership briefings with regularopportunities for people at all levels in the organisation topresent

Explore links with other leadership initiatives in other localpublic sector organisations to support integrated working

Accountable Officer

Head ofTransformation



Head of CorporateCommunications


How will we monitorour progress?% managers who feel wellcommunicated with

% of managers undertaking 360feedback

Conduct a survey of managers tocapture their views and opinions.

Why is thisimportant?In order to deliver our corporate planin a complex and challengingenvironment, excellent leadershipand management is required.



2 Employee engagement

In 2015-16 we will

Implement an all employee induction programme, to include aface to face welcome session

Implement the internal communications strategy, including regular‘Core Briefs’, service based employee sessions and team meetings

Continue the ‘Bright Ideas Portal’ –the employee suggestion scheme

Develop and implement a pay and rewards plan, to include an employeebenefits scheme

Implement an employee recognition scheme including the‘Star Awards’, employee of the month and a ‘top job blog’

Deliver a workplace health approach as part of Obesity ChallengeStrategy, including adoption of a workplace health charter

Develop the council’s on-line and digital platforms for employees,including a council Linkedin page and use of technology in thelearning and development offer

Provide opportunities for employee volunteering in the city,that support the city’s ambitions

Review and improve the organisation’s consultation model with thetrade unions

Further embed the council’s behaviour framework in to the council’sway of working

Accountable Officer


Head of CorporateCommunications




Head ofHealthier Place


Head ofEconomic Inclusion

OD Strategy &Policy Manager


How will we monitorour progress?Increase employee satisfaction

Increase % of employees who areaware of the corporate plan

Reduce sickness absence

Turnover/retention rates

Increase involvement in corporateinitiatives e.g. Bright Ideas Portal.

Why is thisimportant?This priority is focussed with creatingan environment where employeesare motivated to serve our city asone council.




3a Future Skills – Corporate

In 2015-16 we will

Improve the availability and analysis of workforce data to informour planning

Deliver a new appraisal scheme, and a mechanism for capturingorganisational training requirements coming from these discussions

Implement an apprenticeship offer including adult and16-18 opportunities

Provide a rounded learning and development offer for employees,including maintenance of the Learning Hub and face to facesessions. Specific priorities for 2015-16 will include:

Develop and review our HR policy framework to support thedevelopment of a more flexible and agile workforce, linked to ourFuture Space programme of transformation

Ensure development pathways for key job roles are in place

Develop a workforce planning approach, restructuring andrecruitment framework based on role profiles

Develop and implement service specific workforce developmentplans as appropriate

Explore viability of a corporate external accreditation scheme such asInvestors in People

Support the transfer of knowledge after conferences and eventsthrough standard briefing templates and upload to a searchablePolicy Portal

Accountable Officer


WorkforceDevelopment Manager






Heads of Service,supported by OD



How will we monitorour progress?Reduce expenditure on agencyworkers

100% of employees completedmandatory courses.

Why is thisimportant?We must have the right people withthe right skills to deliver ourcorporate plan. We will achieve thisthrough a number of corporateinitiatives to develop skills. We alsowill understand the skills required tosupport corporate services goingforward.

• Project management – improvethe effective management ofprojects and programmes

• Business intelligence – improvethe analysis of data in order toincrease our evidence base



3b Future Skills – People

In 2015-16 we will

Improve front line social work practice in children’s social care,through targeted training programme to improve recording, careplans, assessment and risk management

Recruit and retain excellent Newly Qualified Social Workers,experienced social workers and social work managers

Transform adults and children’s services through ensuring CPDplans are in place for all practitioners and service managerssupporting business objectives and contributing to successionplanning and talent management

Submit an application to the ‘Think Ahead’ programme to supportdeveloping mental health social workers

Ensure that employment initiative programmes provide opportunitiesfor care leavers

Provide role appropriate training to all employees on the Care Act



Develop a ‘Corporate Parenting’ e-learning course for all employees

Accountable Officer

WorkforceDevelopmentManager

Heads of Service

Heads of Service/Senior managers

Service Director,Disability & MentalHealth


Service Director,Older People



Service DirectorChildren & YoungPeople

How will we monitorour progress?% increase in permanent social workprofessionals with matched decreaseon the reliance of agency workers

Performance management targetsachieved through improved serviceand appraisal outcomes forpractitioners.

Performance management targetsachieved through improved serviceand appraisal outcomes for managers

% of apprenticeships for care leavers

Improve response to and outcomesfrom Social Work Health Check.

Why is thisimportant?We must have the right people withthe right skills to deliver ourcorporate plan. We will achieve thisthrough specific initiatives to resolveworkforce skill and planning issuesfor the People directorate.




3c Future Skills – Place

In 2015-16 we will

Provide support to our employees so that they can act asambassadors for the city of Wolverhampton



Deliver key worklessness initiatives in the city around

• Work placements and Volunteering • Traineeships and Internships• Apprenticeships

Including creating a ‘Placement Hub’ centralised opportunitysystem, developing employer relationships to support growth inopportunites for employees and developing education andemployer links to prepare young people for the world of work

Accountable Officer




Education BusinessRelationshipsManager How will we monitor

our progress?Performance management targetsachieved through improved serviceand appraisal outcomes for officers

Performance management targetsachieved through improved serviceand appraisal outcomes formanagers.

Why is thisimportant?We must have the right people withthe right skills to deliver ourcorporate plan. We will achieve thisthrough specific initiatives to resolveworkforce skill and planning issuesfor the Place directorate.



4 Equality and Diversity

In 2015-16 we will

Maintain pay equality and conduct equal pay audits

Conduct a data drive to ensure we have accurate and up todate information on protected characteristics and ourworkforce/applicants

Use intelligence to develop support and interventions forspecific groups, working with national bodies such as Stonewallas appropriate

Participate in events such as International Day againstHomophobia, Biphobia and Transphobia

Investigate the overrepresentation of certain protectedcharacteristics in the disciplinary and grievance process includingsetting up employee reference groups, reviewing allegations anddip sampling cases

Investigate why the council is more successful at recruiting andemploying a higher % of BME employees in casual andtemporary posts in comparison to permanent roles

Continue to monitor leavers information including an anonymousexit survey

Improve employee awareness of equalities issues, andconfidence in talking about them

Accountable Officer









How will we monitorour progress?Workforce representative of ourcommunity

Increase % of underrepresentedgroups in management positions

Satisfaction of our employees byprotected characteristic.

Why is thisimportant?The council is committed to equalityand diversity, and ensuring that ourworkforce is representative of thecommunities that it serves.

@WolvesCouncil WolverhamptonTodayWolverhamptonToday

wolverhampton.gov.uk 01902 551155

City of Wolverhampton Council, Civic Centre, St. Peter’s Square,Wolverhampton WV1 1SH

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