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Lessons learnt from transformation during 2009-10 . Alex Aiken Director of Communications & Strategy, Westminster City Council. Three golden rules HONESTY: “There will be job losses” FAIRNESS: “There is a transparent process” HOPE: “This will improve services. You can help” .

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lessons learnt from transformation during 2009 10

Lessons learnt from transformation during 2009-10

Alex Aiken

Director of Communications & Strategy, Westminster City Council

slide2
Three golden rules
  • HONESTY: “There will be job losses”
  • FAIRNESS: “There is a transparent process”
  • HOPE: “This will improve services. You can help”
first what do we think about birmingham
First, what do we think about Birmingham?
  • Britain's largest local authority plans to shed up 2,000 jobs, freeze staff pay and reduce services in what is being seen as a foretaste of serious cuts to council budgets across the country. The Guardian
  • “The truth is, that if we are to protect the public from the consequences of these spending reductions, we need revolutionary change in the way we provide services.We are going to have to look at ideas that might have seemed inconceivable only a short time ago. There will inevitably be resistance to such changes – not just from staff and others directly affected, but from elected members and the public and media generally.” Stephen Hughes, Letter to BCC staff, September 2010
the presentation
The presentation
  • Split into four parts: Strategy, impact, HR process, engagement
  • Before that, news on sharing
  • Covers Westminster’s New Council implementation over 2009-10
  • A presentation for you, not me
slide6

Tri Borough staff survey

  • Strong consistency between the three boroughs – 2,300 staff
  • Three quarters (77%) of staff support shared services, with a clear focus on the potential benefits of reducing costs and delivering better services
  • There is concern that this will not be achieved. Only three in ten (30%) trust their council to make the right decision over which services are to be shared and half (52%) disagree that the sharing of services will make it easier for them to deliver better services to residents
  • We now have a baseline to assess progress and a basis for reporting back and acting on staff concerns
slide7

Opinion of sharing some council services

Question 3: Thinking about the possible sharing of council services, which of the following statements comes closest to your views?

77% overall support sharing at least some services

Source: Tri-borough staff survey, February 2011, 2,314 employees overall, H&F (536), RBKC (897), WCC (881)

slide8

What should Tri-borough achieve?

Question 8: Which two or three of the following do you think are most important for the council to look to achieve by sharing services with the other local authorities?

% Agree with statement

Source: Tri-borough staff survey, February 2011, 2,314 employees overall, H&F (536), RBKC (897), WCC (881)

westminster s new council
Westminster’s New Council
  • “The new council organisation is set to save local taxpayers almost £14 million over the next two years and will provide better services and be more focused on priority projects for the city.”
  • Strategic Commissioning
  • 10% reduction in headcount
  • Allied to reward programme
  • Centralised support
  • Delivered between December 2008 (Cabinet report) and October 2009 (start of new structure.
new organisational model for 2012 reporting lines
New Organisational Model for 2012 – reporting lines

Children’s, Young People & Families

Premises Management

Street Management

Schools & Learning

Plan Making

Adult Social Care

Libraries & Culture

Sports & Leisure

Development

SEB

Service Delivery Support

Service Delivery Support

RMQ

LP

MH

MO’C

ICT

AG

JB

MM

Property

Legal & Admin

“Weaving” Strategic connections

Commissioning

HR

Finance

Strategic Support

Policy & Innovation

Performance & Improvement

Procurement & Contract Management

Transformation & Prog. Management

Communication & Strategy

NB: CityWest and Adult Education acknowledged as arms length delivery units

commissioning
‘Commissioning’
  • Commissioning means creating a virtuous circle of identifying public need, designing a solution with users, creating a team and budget to deliver the plan, implementing, then evaluating and reviewing. So all our services should start by focusing on outcomes we can achieve rather than how much output we can deliver.
part 1 approach and strategy
Part 1: Approach and strategy
  • Roles
  • Feeling
  • Strategy
  • Leadership
  • Involvement
the challenges
The challenges
  • Workforce cynicism and apathy
  • Managerial protectionism
  • Leadership clarity on the plan and end design
  • Departmental differences
  • Cultural and infrastructural impediments
  • Time

Leaders

Culture and infrastructure

Managers

Staff

D2

D3

D4

D5

D6

D1

the solutions

“Organisations do not change. People do … or they do not.”

Carol Kinsey-Goman

7%

61%

32%

The solutions
  • Understand your role
  • Know how it feels
  • Have a clear strategy
  • Create meaningful involvement
  • Support and mobilise your leadership team

Formal Media

Infrastructure

Leadership

Source : Towers Perrin and Tom Lee

understand your role

Remember, people’s reaction to change is as much about how it feels as it is about logic and facts.

Understand your role

Engaged staff make your change programme more:

  • Successful – many fail
  • Sustainable – most don’t last
  • Speedy – the majority are late
  • If you don’t know that your staff are engaged you are jeopardising your change programme
  • Your role is to work with HR and get your staff and leaders to understand and act on each others views
know how it feels

I am committed to act

engagement

I believe

advocacy

I see it matters

commitment

I understand the message

motivation

satisfaction

I am aware of the message

Know how it feels

ACTION 1: Regularly map out the internal comms landscape by seniority, location and department.

ACTION 2: From your results, work out what influences perceptions, knowledge and behaviour the most.

have a clear strategy
Have a clear strategy
  • ROSIE - Build a consensus
  • Agree at your objective + strategy at the highest levels
  • Know your tactics will keep changing
  • The basics should be in writing at regular intervals
  • The detail should not be hidden if it is known
  • The majority of your efforts should go into F2F comms
  • Clarity over the HR process

Stage 1

Why we need to change

  • Stage 2
  • How we are going to change
  • Stage 3
  • We have listened
  • Stage 4
  • Here’s what you can do
create meaningful involvement
Create meaningful involvement
  • Explain
    • Our ambition
    • What we can afford
    • What we are going to do
    • When it will happen? / How decisions will be made / What the timetable is
    • What’s in it for me
    • How staff will be supported
    • What’s involved
  • Involve
    • Signal a willingness to listen at every opportunity
    • Discuss what the challenges are
    • Innovation campaigns
    • Fix what staff say is broken
    • Feedback what’s changed
    • Let the people involved describe their perspective

Pass the pub test

support mobilise leadership
Support & mobilise leadership
  • Enable evidence based decision making
  • Provide insight into what is (and isn’t) working and why
  • Run top 50 conferences
  • Roadshows by the entire leadership team
  • Weekly calls to action linked to the HR timetable
  • Sounding Boards
  • Open House events
  • Showcases & CEO lunches
  • Always remember - this is about hearts and minds
part 2 the impact
Part 2: The impact
  • The change process
  • The importance of keeping staff informed
  • Results from the new council process
slide22

Getting through the change process

Way senior managers run the council

Staff involved in decision making

Way staff are managed

Support employees affected by change

Way major projects are implemented

Question: Which two or three of the following, if any, are most in need of improvement over the next three months? Source: Staff Survey, March 2010, based on 337 respondents

Question was not asked in the Your Voice Survey 2008

slide23

Impact of frequency of briefings

Speak highly of WCC services

The Senior Management Team of my unit shows good leadership

Speak highly of WCC as employer

The way staff are managed needs improving

Agree (%)

(23%)

(43%)

(34%)

Frequency of briefing (in brackets: % of staff)

Source: 337 Westminster City Council employees, March 2010

Question: How often if at all does your team manager verbally brief your team about what the council is doing and the decisions that have been made by senior management?

slide24

Frequency of manager briefings

Question: How often, if at all does your team manager verbally brief your team about what the council is doing and the decisions that have been made by senior management?

Source: 353 Westminster staff, June 2010

slide26

Council re-organisation

I believe the council has to change

I understand why some job cuts will have to be made

The council should cut some projects

The council will be a better place to work once the re-organisation is complete

Plans to change how we work are well thought out and sensible

Source: 812 Westminster Staff, March 2009

slide27

Manager’s Briefings by Department

Question: How often does your team manager brief your team about what the council is doing and decisions that have been made by senior management?

Source: Staff Survey March 2010 Base: 337

slide28

Communications

Policy and Performance

HR

Planning and City Development

Libraries

Housing

E&L (not inc. parking) + Finance and Resources

Parking

IT

Transportation

Legal and Admin

Adults

Community Protection

Children’s

Keeping staff informed

Agree their dept. senior managers make the right decisions

Verbally briefed by manager at least once a week

Source: 619 Westminster Staff, May 2009

slide29

Engagement with staff

Informed about what’s going on at the council

Critic

Advocate

No views either way

Question: Which one of the following comes closest to how you feel about Westminster City Council as an employer?

part 3 the process
Part 3: The Process
  • Briefings for managers
  • Process
  • Staff support
the facts
The Facts

This is significantly impacting on all staff.

We have never done anything so big before.

My role is to be to support managers and staff.

this will be a period of operational disruption.

this will be a period of employment instability.

We will have low morale.

31

slide32

DRAFT SUBJECT TO CONSULTATION

Oct 2009

July 2009

Dec 2009

Basic Restructure Time LineDetailed RACI attached in full Road Map

April 2009

Pre - Work

Implementation

New Operating Model

1st

90

days

2nd

90

days

3rd

90

days

Vulnerability

letter

Notice

Of

Redundancy

1

32

slide33

The Road Map

Stage 1: Define new structure(s) –

shape and size/

timing and business case/

commence consultation

Stage 2:

Identify affected staff

Stage 3:

Planning for Implementation

Stage 4:

Operate Transfer/Assimilation

Stage 5:

Issue letters of vulnerability

Unsuccessful

Successful

Stage 1h:

Prepare and send BERR notification

Stage 6:

Final Preparation for Implementation

Appoint – Advise non-vulnerable staff

Stage 7d:

Appoint to Alternative, Non-Equivalent Employment

Stage 7:

Ring Fenced appointment process

Stage 8:

Internal/External competition for remaining posts

Unsuccessful

Stage 7a:

Appoint to Suitable Alternative Employment

Either/Or

Successful

Unsuccessful

Successful

4 week trial period and

ongoing review in new position for first four weeks

Confirm appointment to post

Appoint

Successful

Remain in redeployment pool until alternative employment is identified, or end of notice period

Unsuccessful

Unsuccessful

Stage 9:

Termination

Termination Meeting

Immediate case to Director of HR

1

basic appointment cycle
Basic Appointment Cycle

Define New

Structure

If still

Insufficient

Begin External

recruitment

Define

Number

of Staff

needed

If still

Insufficient

Begin Internal

recruitment

Identify

Affected

staff

Competitive

appointment

Process

If Insufficient

SAE refer to

redeployment

Pool

Select

Successful

Staff

If Insufficient

Applicants

Use

SAE

1

34

part 4 staff engagement
Part 4: Staff Engagement
  • The campaigns we ran
  • Have Your Say, Westminster Standard, Innovation
  • The importance of customer service
  • Core communication initiatives
  • External audiences
staff engagement activity
Staff Engagement Activity

Contribution

  • Westminster Standard
  • Staff Forums (replaced sounding boards)
  • Formal and informal consultation on the new model
  • Innovation Campaign

Celebration

  • Have Your Say
  • Westminster Heroes
  • Staff recognition scheme (replaced quarterly awards)
have your say
Have Your Say
  • During July 2009 130 teams and individuals replied to the Have Your Say campaign with their feedback on our proposed changes to the council. They offered nearly 290 separate comments and ideas. This paper sets out how we might respond to the main issues raised with ten major commitments, containing 34 proposed actions.
10 commitments
10 Commitments
  • Adapt our basic proposals
  • Be clear about priorities
  • Show how we’ll work together thoroughly
  • Demonstrate our commitment
  • Give you more certainty
  • Give you the tools to make it work
  • Offer a period of consolidation after major change
  • Provide clearer information about what’s happening
  • Ensure we retain critical knowledge
  • Make our long-term aims easy to understand
westminster standard outputs
Westminster Standard - outputs
  • Customer Strategy Board
  • 82% of employees are aware of the Westminster Standard
  • 100 managers completed mystery shopping
  • 115 colleagues nominated for providing excellent customer service (two winners announced overall)
  • nearly 5000 hits to our intranet site, and 1243 distinct users
  • 50 attendees to the event.
innovation challenge facts
Innovation challenge facts

56 ideas have been submitted. We are in the process of implementing 10 ideas that have been put forward

1. Customers only having to give us their information once

2. Increasing home working to decrease the size of the building

3. We've introduced corporate Oyster cards

4. Merging back office functions with other councils

5. Training street staff so they have knowledge around all services

6. Trialling Twitter - currently have 1000 followers

5. Segmenting our customers

6. Introducing Airwave Radios for Street Management Officers

7. Implementing a Westminster app for smart phones

8. We have introduced encrypted memory sticks

9. Simplified performance management

10. Reducing the number of petty cash transactions through Proc.

cards

other initiatives audience
Other initiatives (audience)
  • Weekly managers briefings (300)
  • Management conferences (150)
  • Facts on the Wire (3,000)
  • Lunch with Mike (10)
  • Floor walks (200)
  • Showcase events (50)
  • Daily Loops (3,000)
external communication
External Communication
  • Upfront about the process – regular media updates
  • Rebuttal of inaccurate information
  • CEX Stakeholder letters to community leaders
  • Member workshops and regular briefings
leadership media the public like the cuts

Jobs cuts/council restructure

Helping residents through recession

How council offers VFM

Sales of street signs on ebay

Council’s estate regeneration

Community Build of 500 homes

Leadership media: The public like the cuts

Source: Westminster Reputation Tracker, August 2009, 500 Westminster Residents 16+ interviewed by telephone

Questions: Have you recently seen or heard any of the following about Westminster City Council

slide48

Steady rise in informed levels over time, satisfaction up eight points

Drop in value for money led to change,

and long term recovery

Early warning and performance monitoring

Source: c.500 residents 16+ (telephone), May 2007 – June 2010

what changed in westminster s staff relations
What changed in Westminster’s staff relations
  • Manager-led comms
  • More consistent briefing
  • Much more F2F communication
  • Regular manager conferences continue
  • Localised staff reward
  • Online Westwords
issues that remain
Issues that remain
  • The coming cuts
  • Senior Management status
  • Feedback into action
  • Cynicism “all about money”
  • Misunderstood commissioning