sutton’s organisational development strategy 2007-2010 · management of change to be incorporated...

Sutton’s Organisational Development Strategy 2007-2010

CONTENTS

CONTENTS ..........................................................................................................1 INTRODUCTION AND KEY ACTIONS.................................................................2 PART 1 - THE CONTEXT .....................................................................................5

Central Government Expectations .............................................................5 Sutton’s Key Drivers....................................................................................5 Sutton Strategy ............................................................................................6 The Sutton Plan 2007-10 .............................................................................6 The Council as a place to work...................................................................6

PART 2 - APPROACH TO ORGANISATIONAL DEVELOPMENT .......................9 Aims & Objectives .......................................................................................9 Methodology...............................................................................................10

PART 3 – ACTION PLAN SUMMARY ................................................................12 EEF 1...........................................................................................................12 EEF 3...........................................................................................................13 EEF 4...........................................................................................................15 EEF 5...........................................................................................................16 EEF 6...........................................................................................................17 EEF 11.........................................................................................................18 EEF 12.........................................................................................................18 AIC 3............................................................................................................19

PART 4 – RISK ASSESSMENT..........................................................................22

Agenda Item 7Page 41

INTRODUCTION AND KEY ACTIONS

“We work together across Sutton Council to develop people, processes and performance to achieve lasting organisational

improvement.”

This Organisational Development Strategy sets out the overarching future direction and intended objectives for equipping London Borough of Sutton employees and elected members for their roles in delivering the Council's priorities as set out in the Sutton Plan, within the demanding and challenging context of local government. This will gear the organisation to meet the business demands of the future. Therefore the purpose of this strategy and the embedded action plan is to set out how we develop our people in terms of attitude, skills and behaviours to meet the needs of the Council and it’s customers. The demands on local government are constantly shifting, driven by user expectations and government initiatives such as Comprehensive Performance Assessment (soon to become Comprehensive Area Assessment) and efficiency targets. We now operate in an environment of continuous change and shrinking resources. Against this context we need to develop new ways of working and thinking to continue to deliver excellent services to the residents of Sutton. Organisational Development is central to achieving this. This strategy will continue to improve the performance of the organisation through its people in terms of the following actions. It should be noted that there are strong synergies between them:

1. Improved performance management and personal accountability at all levels.

a. Improved linkages between the Balanced Scorecard and the Sutton Tracker at a senior level and between the Balanced Scorecard for senior managers and the Sutton General scheme for all other employees. (OD1.6, OD2.6, OD7.1)

b. This will provide greater clarity as to how individuals are responsible for delivering their part of the Sutton Plan and how this links with the bigger picture.

2. Closer alignment of employees with the Council’s vision and values.

a. Managers being responsible for high quality employee inductions(OD1.7)

3. Improved employee engagement and organisational cohesion

a. Implementing identified actions from the employees survey(OD1.3, OD8.2)

b. Further embedding the Investors in People standards of people management within the organisation and consideration of the profile standard (OD7.2)

c. Raising the skill and qualification levels of the workforce to meet the changing needs of the organisation (OD5 & 6)

Agenda Item 7 Page 42

4. Improved internal communications within the Council a. Direct links with the communications team to enhance internal

communication (OD7.4) b. All employees are communicated with and all communication is 2-

way. (OD7.4)

5. Improved project and programme management a. Project and Programme Management to be incorporated within

Management Development Programmes (OD2.4 & OD2.5) b. Appropriate development and support to be made available for current

project managers and responsible owners to allow for delivery of projects. (OD2.4)

6. Improved management of change and culture change. a. Management of Change to be incorporated within the Management

Development Programmes (OD2.4 & 2.5) b. Equality and diversity issues embedded within all people

management policies and learning and development activities (OD8)

7. Improved efficiency and effectiveness at individual, team and organisational level.

a. Improved skills development for councillors, managers and employees

b. People management policies and procedures reviewed to empower high performance people management

8. Increasingly customer-centric services a. Increase of emphasis on customer-centric development including

Institute of Customer Service Awards (OD2.14) This Organisational Development Strategy recognises key emergent themes, which will shape the detailed actions over the next three years. These focus on: -

• Strong organisational foundations – getting the basics right. o Strong and consistent induction for all employees (OD1.7) o Strong Leadership and Management practices (OD2) o Highly skilled and effective workforce (OD1.4, OD2, OD3)) o Robust Performance Management strategies (OD 1.6, OD7.1) o People management policies and procedures to empower high

performance people management (OD7.3)

• The local authority role as a ‘place shaper’ - Leadership and management skills needed to draw all the different strands together to deliver services to the community.

o Strategic and community leadership capability of senior management and Councillors (OD2.1)

o Identification and development of ‘future leaders’. (OD2.2) o Skills development of members and managers (OD2.3 & 4)

• Community leadership and citizen engagement – skills needed to effectively engage with the community.


o As above

• Partnership working - more cross organisation working requiring new ways of working to make this effective and a change of emphasis from provider to commissioner of services.

o Engaging with partner organisations to develop joint initiatives (OD 4) o Developing appropriate skills for new ways of working (OD 5)

• Shared accountability for joined up goals – bringing implications for performance management. A move from the ‘Golden Thread’ towards ‘Golden Knitting’

o Further developing our performance management mechanisms to take account of partnership working. (OD 1.6, OD7.1, OD4.6)

• Workforce planning and shared development programmes between key stakeholders to optimise the use of scarce resources.

o Ongoing workforce planning taking account of current partnership work and seeking opportunity for future partnership work. (OD1.1, OD4)

This strategy also directly reflects the priorities in the Sutton Plan 2007-10 and Sutton Strategy, whilst picking up on other contextual themes including the Employee Survey Action Plan and the Sutton Equality Scheme 2007-10.

Agenda Item 7 4

PART 1 - THE CONTEXT

Central Government Expectations The Local Government Bill, currently going through Parliament, any assent sets out the Government’s expectations for improving the community’s experience of local government in terms of accountability, responsiveness and efficiency. The Bill highlights that all local partners, such as other public sector bodies, businesses and the voluntary sector, share the same agenda on issues such as community safety, public health and community cohesion. The new Comprehensive Area Assessment (from 2009) will also bring challenges for Organisational Development and the revamped ‘Use of Resources’ Audit will increase the emphasis on the efficient use of people resources. Fundamental to these reforms is a strong and committed workforce and the Organisational Development Strategy aims to transform the delivery of services to Sutton residents through providing the necessary development of people, processes and performance, in partnership wherever appropriate, to achieve an innovative, skilled, efficient and effective workforce and improved outcomes for the community. Sutton’s Key Drivers

The Organisational Development Strategy is closely linked to Sutton's key drivers and strategic documents. The Council’s vision is:-

To Build a Community in Which All Can Take Part and All Can Take Pride

As an organisation we consider not just what we do that is important, but how we do it and therefore recognise the importance of all activity reflecting the values of PRIDE as set out below.

• Working in Partnership with people who live and work in the borough • Making our services open and accessible so that everyone is listened to and

treated with Respect • Seeking Innovative approaches in order to provide better, more cost-

effective services • Promoting Diversity and ensuring that we recognise and celebrate

difference within the context of fairness and equality • Empowering everyone so that we can all ‘take part and pride’ as active

citizens Sutton’s key strategic documents setting out the direction of travel for the next three years are the Sutton Strategy and the Sutton Plan.


Sutton Strategy The Sutton Strategy sets out a shared vision between the key public sector organisations in the borough, and a wide range of local voluntary and community groups and businesses, which is to create a sustainable suburb in London. The Organisational Development Strategy underpins this vision by setting out how council employees and elected members will contribute to the council’s role of exercising community leadership. Eight themes form the centrepiece of the Sutton Strategy: -

• Develop Active and Inclusive Communities • Encouraging Enterprise and Employment • Creating Safer Communities • Improving Health and Well-being • Investing in Children and Young People • Improving Housing and Managing Growth • Developing a Cleaner and Greener Environment • Valuing Sutton’s Older People

The Sutton Plan 2007-10 The Sutton Plan sets the Council’s key priorities for improvement over the next three years, using the same themes as contained in the Sutton Strategy. The Sutton Plan contains an additional theme, which is the Council’s ninth priority:

‘Ensure the council is efficient and effective.’ Significantly for the Organisational Development Strategy, this theme seeks to address the following challenges: • Sustaining and accelerating the pace of service improvement • Delivering upon efficiency targets • Working as a single corporate organisation • Developing our expertise in Commissioning • Developing increasingly responsive customer-focused services

This Organisational Development Strategy has a key role to play in the achievement of these priorities by equipping employees and elected members for the important role that they have in delivering the Sutton Plan. The Council as a place to work Comprehensive Performance Assessment The London Borough of Sutton is recognised as an excellent authority by the Audit Commission. Our people are at the heart of our success as an organisation. In order to maintain this position and continue to improve, the Organisational Development Strategy will ensure that we continue to build our capacity and develop our role as employer of choice.


Investors in People Sutton has been re-accredited as an Investor in People (Sept 2007) and the assessors found evidence that exceeded part of the requirement at the higher level of IiP Profile. They also identified a number of areas of strength and effective practice, which included:- • strong and inspirational managerial leadership, • respect between managers and employees, and • good relationships between trade unions and management. • Exemplar forward learning and development planning

The Organisational Development Strategy therefore highlights areas that can be further developed to enable Sutton to reach or exceed a much greater part of the Investors in People profile. This will improve organisational effectiveness. Diversity Sutton promotes diversity, recognising and celebrating difference within the context of fairness and equality. Equality and Diversity are central to the work of the Council. This means ensuring Sutton is a positive place where residents and employees can live and work in a safe, enjoyable and respectful environment. The Sutton Equality Scheme is one of the Council’s key corporate documents and contributes to our vision of building a community in which all can take part and all can take pride. The organisation has achieved the second level of the Equality Standard for Local Government and this strategy will enhance the Council’s ability to achieve level four by 2010. The Council is working in close relationship with the Minority Ethnic Employees’ Association (MEEA) to ensure - through partnership and careful employee engagement - corporate actions are taken to address issues such as under-representation in the workforce. The actions - in conjunction with MEEA - will support the delivery of Sutton Plan targets, as well as providing MEEA with a programme to take the Association and the Council forward in terms of embedding equality and diversity to improve performance and service delivery. The Skills Pledge Upskilling the workforce will be a priority of this strategy, in line with the Government’s skills agenda. In December 2006 the Leitch Review of Skills, set out the case for improving employee skills and qualifications and called on the country to ‘raise its game’ with skills at all levels. The Skills Pledge, launched by the Department of Education and Skills on the 14 June 2007 offers a unique opportunity for the leaders of a business or organisation to show publicly and demonstrably the importance they place on investing in the skills of their people. On 24 July 2007 the London Borough of Sutton signed the Skills Pledge and committed the organisation to raising the qualification level of all of its employees especially those who do not currently hold their first level two qualification.


Skills for Life The Council was awarded the Get On Local Government award in March 2007 recognising our commitment to raising the basic skills levels of our workforce to improve front-line service delivery to Sutton residents. Work on this has already started in pilot areas of the Council, including care homes and waste management. This strategy commits to rolling this out to the whole council and eventually out into the wider community. Employee Engagement The Organisational Development Strategy has been influenced by the results of the Employee Survey. The Council has undertaken a bi-annual Employee Survey since 2002 to assess the views of the workforce and improve employee engagement. The most recent of these in 2006 showed that Sutton is a good place to work and the majority of our staff are happy in their jobs. However, the survey and the follow up focus groups showed areas in which there can be improvement and the action plan to address this has been embedded within this strategy.


PART 2 - APPROACH TO ORGANISATIONAL DEVELOPMENT We define Organisational Development as: “Changing the culture, not just adding knowledge, to improve performance”

We also recognise, and have integrated central government guidance on Organisational Development. For example, we use the Department for Communities and Local Government definition of Organisational Development as: -

“Planned intervention to bring about significant improvements in the Council’s Effectiveness.”

This resonates with our own definition above.

Finally we have developed an Organisational Development Team mission statement, which is: - “We work together across Sutton Council to develop people, processes and

performance to achieve lasting organisational improvement.”

There are many perceptions about Organisational Development and in order to clarify our intentions we have stated what Organisational Development is and is not.

Organisational Development is Organisational Development is not

• Concerned with making the entire Council fit for purpose and treats the whole organisation

• Treating elements of the Council or discrete problems without considering the whole

• About dealing with causes • About dealing with symptoms • About changing the culture • About changing individual

behaviour without changing the culture within which the individual works

• About changes of systems • About changes in systems • Whole organisational dialogue • Individual conversations unless

this encourages wider organisational change

Aims & Objectives Sutton’s Organisational Development strategy aims to achieve continuous business improvement of the Council measured against the Sutton Plan through positive and sustainable changes to: -

• People Management • Competence and Skills Development • Communication • Systems (ways of working) and • Structures

(See methodology section for tangible examples)


The key stakeholders are: - • Corporate Management Team • Elected Members • Senior Managers • Operational Managers • Employees • Trades Unions • Partners (including Health, Police and Voluntary Sector) • Customers • Providers / Suppliers

Methodology The methodologies that we employ are: -

• Data Gathering – We will use a number of different data gathering tools to assess how the organisation is currently performing. Such as external ‘inspectors’ (e.g. CPA, Investors in People), critical friends (e.g. Efficiency Peer Assessment), and internal audits (e.g. Skills audits, customer and employee surveys, training needs analysis).

• Feedback loop – We will feedback to people (stakeholders) what the data gathering exercise has shown and gather feedback from people (stakeholders) to further understand what the data has shown us.

• Diagnosis of the Situation – We will find out what the gap is between where

we want to be or what we want to be like and where we are now, using data gained from the data gathering exercises. This will highlight the changing role of the Council, which in turn will show what our future business needs are and what kind of organisation will be needed to deliver this.

Data Gathering Feedback

Diagnosis

Design of Interventions Implement Intervention

Impact Assessment

Organisational Development

Cycle


• Design of an intervention – We will design and plan appropriate interventions to ensure that we bring about the necessary changes either to get better or retain best organisational practice

Examples of planned interventions are:-

§ People Management Processes (e.g. Talent Management / Succession Planning / Workforce Development Planning / Skills Escalator/Skills for Life / Performance Management)

§ Dialogue based communications with employees (e.g. Chief Executive’s Roadshows, Group Roadshows, Employee survey focus groups and action plan, Benchmarking, Slice Groups)

§ Quality based approaches (e.g. CPA, BVPI, EFQM, Peer Reviews,)

§ Systems Changes (e.g. Commissioner v provider role, People systems, recruitment processes)

• Implementation – We will resources the initiatives included in the strategy

within the overall human, financial and systems resources available to the Council. Within this process there will be a need to prioritise identified interventions, as resources are finite and risk-assess chosen interventions, or implications of failure to act.

• Impact assessment - We will ensure all Organisational Development

activities are efficient and effective by:- • Ensuring that development activity is monitored and evaluated and critical

success factors are established at planning stage. • Monitoring return on investment on an organisation-wide basis especially

where funding is devolved to line managers. • Developing strategies to ensure that procurement of development

activities are more cost-effective. • Seeking external funding wherever possible

Monitoring and evaluation will include annual feedback to Elected Members, CMT and other stakeholders and will include milestones, critical success factors and the organisation’s progress against these.


PART 3 – ACTION PLAN SUMMARY

Organisational Priority

EEF 1 – Further develop our workforce planning to meet business needs

(including our approach to recruitment and retention, managing performance, pay and rewards and equalities)

Organisational Development Actions – OD1

No Actions Target Date Key Driver 2007/8 2008/9 2009/10 SP ES SES

1 Refresh the existing organisation–wide workforce plans and build on the excellent work done in ASSH and CYPLS, scenario planning the Council’s workforce.

March 2008

√

2 Produce a Council-wide Talent Management Strategy encompassing the workforce plan, workforce development plan and the skills audit.

March 2009

√

3 Establish a skills base across the Council including use of a talent pool and secondment opportunities.

June 2008

√ √ √

4 Scope and undertake a skills and qualifications audit of employees and Elected members.

March 2008-01-03 Scope

Start Complete March 2010

√

5 Increase our Organisational capacity to use psychometric testing as both a recruitment tool and a development tool, particularly to identify gaps in skills knowledge and ability.

March 2009

√

6 Explicitly link the Balanced Scorecard and the Managing Performance toolkit to allow all employees to link their contribution to achieving the Council’s Goals.

March 2008

√

7 Enhance manager’s skills in inducting new employees, analysing employees’ development needs and assessing the impact of interventions.

March 2008

√

8 Improve strategies for March √ √


attracting ‘young’ talent into the organisation (because young people are currently under-represented within the workforce) such as modern apprenticeships, undergraduate placements, and graduate recruitment.

2009

9 Improve the supply of skilled people in shortage areas and develop own-grown solutions where appropriate, including ongoing continuing professional development.

Continuous √

10 Scope the development of an organisation-wide competency framework (including for elected members) to underpin other initiatives by:- • Using a staged

development approach. • Developing relevant

descriptors of effective interventions for positive service outcomes

• Linking technical and professional competencies to the cultural and behavioural values of the Council, including PRIDE

March 2010

√

KEY

• SUTTON PLAN 2007-10 (SP)

• EMPLOYEE SURVEY ACTION PLAN (ES)

• SUTTON EQUALITY SCHEME 2007-10 (SES) Organisational Priority

EEF 3 - Develop Councillors, managers and employees to ensure they are

equipped with the appropriate skills for meeting the council’s goals.



No Actions Target Date Key Driver 2007/8 2008/9 2009/10 SP ES S

ES

1 Increase the strategic and community leadership capability of our Executive, Corporate Management Team and the Sutton Partnership and working in collaboration with the Leadership Centre for Local Government

Ongoing √

2 Establish ‘future leaders’ programme to develop talented employees who have showed promise and who meet set criteria

July 2008

√ √ √

3 Provide tailored development activities to enable managers and members to meet business and individual needs and enable delivery of effective and efficient services to the community.

Ongoing √

4 Extend the management development programme so that it can be offered on a menu (modular) basis, enabling managers to be able to get precisely what they need, when they need it and gain credits towards a qualification.

March 2008 and ongoing

√

5 Incorporate project, change management and ‘joined-up working’ training within current development programmes and provide appropriate support and development for current project managers, and CMT/senior responsible owners allow for delivery of projects.

January 2008 Within current programmes

April 2008 Set up support system

√ √

6 Embed the Management and Leadership Charter to ensure that managers know what the organisation expects of them and are doing it.

March 2009

√

7 Provide tailored development activities to enable employees to meet business and individual needs and enable delivery of effective and efficient services to the community.

Ongoing √


8 Promote, support and deliver the skills escalator so that there is provision for progression and continuous professional development thus ensuring we retain key professional skills and knowledge.

Ongoing √

9 Raise the qualifications and skill levels of the workforce to a minimum of level 2 and 3

Commence by December 2007 then ongoing

√

10 Grow the capacity of the award winning NVQ centre.

Ongoing √

11 Take advantage of new technology to develop win-win outcomes from flexible working arrangement

Ongoing √

12 Explore the use of e-learning in stand alone or blended solutions for example employee induction

March 2009

√

13 Ensure the workforce is fully skilled to make use of new technology and developing commissioning skills

Ongoing √

14 Support front-facing employees to undertake customer-centric development, including the Institute of Customer Services qualification

Ongoing √

15 Evaluate the pilot coaching scheme in ASSH and explore how value might be added on an organisation-wide basis

March 2009

√

16 A draft protocol for shadowing to be formalised, further encourage shadowing opportunities within the authority

March 2008

√ √

KEY



• SUTTON EQUALITY SCHEME 2007-10 (SES)


EEF 4 - Embed basic skills provision within the organisation by

implementing a Skills-for-Life strategy in consultation with our partners.



No Actions Target Date Key Driver 2007/8 2008/9 2009/10 S

P ES S

ES

1 Produce a Skills-for-Life strategy, action plan, and development needs analysis diagnostic for up to 80 employees

March 2008

√ √

2 Increase the levels of Skills-for-Life within the organisation

Ongoing √ √

3 Embed Skills-for-Life within the organisation as an on-going service delivery issue

Ongoing √ √

4 Influence suppliers to develop Skills-for-Life initiatives within their own workforce

March 2009

√ √

5 Embed Skills-for-Life provision into all Human Resource plans and strategies

July 2008 √ √

KEY





EEF 5 – Develop our approach to partnership working arrangements with

established protocols for joint employment working arrangements.

Organisational Development Actions – OD4 No Actions Target Date Key Driver

2007/8 2008/9 2009/10 SP

ES SES

1 Engage with trades unions to up-skill the workforce by the effective use of union learning reps and use of union learning resources

March 2008

√

2 Engage with partner organisations to develop joint learning initiatives

March 2008 and then ongoing √

3 Engage with the Department of Communities and Local Government to develop joint learning and development initiatives and to engender closer working relationships between central and local government

July 2008 √

4 Work with partner organisations, March 2008 and ongoing √


such as the Learning and Skills Council and providers to draw down funding where appropriate

5 Set up cross-organisation action learning sets to work on specific live problems and to engender more joined-up working

December 2008

√ √

6 Design protocols on how learning and development will be delivered with other stakeholders

March 2009

√

7 Research and capitalise upon joint working / funding opportunities in learning and development

March 2008 and ongoing √

KEY



• SUTTON EQUALITY SCHEME 2007-10 (SES) Organisational Priority

EEF 6 – Accelerate the Council’s role as a commissioner of services, by

seeking bids for a range of services from the private and voluntary sectors.


2007/8 2008/9 2009/10 SP

ES SES

1 Increase organisational capacity to work with the private and voluntary sector to deliver services to the residents of the London Borough of Sutton as delineated within emergent strategy

March 2008 and ongoing √

2 Audit existing skill base in this area and develop a skills programme to meet identified need

March 2009

√

3 Build upon ASSH pilot scheme for commissioning skills

March 2009

√


KEY





EEF 11 – Work with other boroughs and local public service organisations to

deliver savings in partnership


2007/8 2008/9 2009/10 SP

ES SES

1 Work with partners to identify economies of scale in procurement of learning and development activities

March 2009

√

2 Work with partners to identify benefits of shared delivery of learning and development activities

March 2009

√

3 Work with partners to identify funding streams to support the delivery of learning and development activities and support individual and organisational development building upon ASSH pilot scheme for commissioning skills

March 2009

√

KEY





EEF 12 – Use performance management consistently and effectively to

maintain an overall view of performance against high level ambitions and cross-cutting issues and to drive continuous improvement.



No Actions Target Date Key Driver

2007/8 2008/9 2009/10 SP

ES SES

1 Explicitly link the Balanced Scorecard and the Managing Performance toolkit to allow all employees to link their contribution to achieving the Council’s Goals.

March 2008

√

2 Promote and support the Investors in People standards of people management and continue to invest in people resources

Ongoing √

3 Modernise people management policies and procedures to empower high performance people management

Ongoing √

4 Utilise modern communication techniques to ensure that all employees are communicated with and that all communication is two-way

Ongoing √

5 Enable and empower all employees to take part and take pride in the work of the organisation

Ongoing √

KEY





AIC 3 – Ensure we take account of the needs of our diverse communities in

the way that the council’s policies are implemented and the way the council is run.


2007/8 2008/9 2009/10 SP

ES SES

1 Monitor actions in Aim 1 of new Equality Scheme against HR Business Plan

March 2008

√ √


2 Implement identified equalities actions from the results of the 2006 Employee Survey, including appropriate learning and development requirements

March 2008

√ √ √

3 Input into key HR policies to remove potential barriers to the recruitment, progression and retention of employees, including appropriate development needs

March 2008 and ongoing √ √

4 Develop managers to have a range of strategies for recruiting and managing a diverse workforce, particularly targeting hard to recruit groups


√ √

5 Carry out an annual self assessment of progress in implementing this action plan for the consideration of the appropriate bodies to monitor completion of targets


6 Input into the new recruitment procedures to ensure greater diversity of applicants to participate fully in the recruitment process and to ensure that the best candidate is selected using the most appropriate selection methods for the job

March 2009

√ √

7 Produce appropriate revised learning and development solutions to support the implementation of the new procedures


8 Input into the design and implementation of an appropriate system for recording and monitoring reasonable adjustments

March 2009

√ √

9 Embed SMART (Specific, Measurable, Achievable, Realistic, Timebound) and challenging equalities targets and action plans into all OD work programmes


10 Implement a new Equality and Diversity Training and Development Strategy that will provide opportunities for all employees and Members to


√ √


achieve an understanding of their role and responsibilities in promoting equality and diversity in service delivery and employment

11 Support the development of positive action strategies

Ongoing √ √

12 Promote diversity as a business issue and provide learning and development as required


13 Develop managers to champion skills-for-life, diversity and equality, and other workforce capacity-building initiatives.


KEY




Level 7 – PhD

Level 6 - MSc, MA, MBA

Level 5 - NVQ Level 5, Diploma in Management Studies, PQ Framework, Adv Management Qualification, Continuing professional development e.g.:CIPFA, CIPD.

Level 4 - NVQ Level 4, ICS Innovations Award, ICS Assessors Award, NVQ Verifiers Award Registered Manager Award, LDAF Level 4, Social Work Degree, Core Management

Level 3 - NVQ Level 3, ICS Solutions Award, NVQ Assessor Award, LDAF Level 3, Certificate in Training/Personnel Practise, BTEC Management, ITQ

Level 2 - NVQ Level 2, ICS Communications Award, LDAF 2, MIDAS, ITQ

Level 1 - NVQ Level 1, Skills for Care induction, LDQ Award

Entry Level - Skills for Life

Sutton Skills and Qualifications Escalator

Examples of possible skills and qualifications at different levels


PART 4 – RISK ASSESSMENT

• Resources – Financial, people or accommodation are insufficient to deliver

strategy • If support from senior management is lacking elements of the strategy can only

be delivered at a very low level • There is insufficient buy-in from line managers regarding the important role

they have in delivering elements of this strategy • Partnership organisations do not want to work in a joined up way on identified

projects or have conflicting agenda’s or priorities. • Implementation of the strategy fails to meet identified targets or deliver

identified outcomes • Implementation of the strategy fails to meets the needs of all employees and

elected members and does not take fully into account the needs of those with disabilities, caring responsibilities, cultural needs, working patterns etc

• Drawing down all available external funding is resource intensive either in terms of applying, meeting funding requirements or deploying the funding appropriately prohibiting the implementation of other actions

• There is a failure to meet funding requirements and funding is withdrawn • Other key projects claim key stakeholders time preventing the delivery of this

strategy • Managers are unable to release employees for learning and development

activities without impacting on the delivery of the service.


sutton’s organisational development strategy 2007-2010 · management of change to be incorporated...

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