North Dorset District Council WIC case study

Summary

North Dorset District Council volunteered to take part in the workforce improvement challenge (WIC) pilot in December 2008. In this way it could measure progress against the Audit Commission’s ‘Use of resources’ and its own Corporate Plan for Improvemnt.

Key learnings for other councils

• Learning and development is a significant driver of change and funds should be provided for it.
• A workforce development plan and the provision of information, tools and other resources are needed to succeed and improve.
• The challenge measures progress against the Audit Commission’s 'Use of resources' – key lines of enquiry (KLOEs).
• Involve everyone – communicate what you are doing, why you are doing it and how it will benefit the organisation and the workforce.
• See the challenge not as an inspection or something onerous, but their own the challenge and an opportunity to reap rewards.

Background

In 2004 workforce planning had a low profile with limited resources at North Dorset. The council was facing a potential ‘black hole’ in its finances. But it had ambitions to invest in information systems and to radically transform all of the services.

It adopted a change programme called the Tough Choices programme. This set cost reduction targets for each year in the medium-term financial plan. But it also included plans and steps for improvement. Learning and development was identified as a significant driver of change and funds were protected for it.

The council adopted a People strategy to underpin the management of change. It developed skills and supported those who were affected negatively by the change. The Tough Choices programme was guided by three principles:

• doing less but doing what we do well
• helping people get direct access to advice and information though the web and by phone
• fostering a skilled and motivated workforce, treating staff fairly and well, providing redeployment and support where needed.

As the programme progressed it was clear that a more strategic approach to workforce planning was needed.

The Workforce Strategy and Development Plan 2007-13 defined key areas for organisational development. It also helped plan the provision of information, tools and other resources needed to succeed and improve.

In 2004 North Dorset was assessed under comprehensive performance assessment (CPA) as ‘weak’. However, by 2007 it had become one of only six councils to have improved by two levels and is now considered ‘good’ by the Audit Commission. The council employs approximately 260 staff.

Who was involved?

The chief executive, Senior Management team (SMT) and the Human Resources (HR) team took the view that this peer challenge was not just for the HR team. It was a whole organisation challenge and responsibility. Participation was expected from:

• elected members
• senior management
• managers
• team leaders
• employees 
• partner agencies.

The SMT and Personnel Committee agreed o participate in the WIC. Consequently a briefing letter was produced and distributed throughout the organisation using a variety of methods. The HR team identified a cross-service range of employees to participate in the one-to-one interviews and focus groups. It also provided opportunities for any employee to volunteer if they so wished.

Briefing sessions were arranged for all participants including:

• the chief executive, leader of the council, leader of the opposition and the chair of Overview and Scrutiny
• the SMT
• the HR team
• the Staff Consultation group
• managers and team leaders 
• unions
• external partners
• employees taking part in the focus groups.

Why undertake a WIC?

North Dorset volunteered to take part in the WIC pilot in December 2008. This ensured that the council had a focused opportunity to self-assess. It could measure progress against the Audit Commission’s ‘Use of resources’ – key lines of enquiry (KLOEs). It could also assess priorities from the council’s Corporate Plan for Improvement.

The Corporate Plan for Improvement identified three priorities, A, B and C: access and affordable housing, building local capacity and community. Other important areas of activity include the economy, environment, learning and knowledge, and safety and health.

Workforce development is essential to all priorities but significantly in building local capacity. This includes:

• ensuring that the medium-term financial planning process sustains business and financial performance
• delivering data quality and effective performance management arrangements
• delivering Gershon target savings and promoting value for money
• attracting and retaining skilled employees to deliver quality services
• achieving legal compliance in the council’s activities and high standards of ethical conduct
• supporting the democratic decision-making bodies of the council and contributing to good decision making
• ensuring clarity on associated community outcomes.

In line with the Corporate Plan for Improvement, the council also wished to use the WIC for:

• an external assessment of progress made through the implementation of the present Workforce Planning Strategy and Development Plan 2007-13
• an internal and external health check of the management of our workforce planning arrangements
• constructive feedback from employees, elected members, partner agencies and the WIC panel of ‘critical friends’
• an Action Plan which specifies a holistic and strategic approach meeting identified areas of improvement
• developing the next Workforce Planning strategy and Development Plan 2009-13, which will follow the revision of the Corporate Improvement Plan in autumn 2009
• an audit base for ‘Use of resources’ 2008/09 on workforce planning and the CAA
• evidence required for our impending Equality Standard Level 3 assessment.

 At each of the briefing sessions the aim was to enable individuals to become familiar with the KLOEs and express their views. These views have been collated with the feedback from the IDeA and have informed the Action Plan.

A month after the challenge the WIC Panel was invited to join the council again at the WIC Steering Group. This gave the council time to reflect upon the WIC panel’s recommendations and findings. The WIC Steering Group drew together an effective action plan to address the areas of improvement identified.

Outcomes and impact

The council harnessed the energy and motivation the WIC to achieve:

• Equality Standard Level 3, and the council aims to progress to ‘excellent’ by 2012
• ‘Use of resources’ Level 3 for workforce issues and the highest overall ‘Use of resources’ score in Dorset
• learning and development is high on the council’s agenda and is regarded as being critical to achieving Corporate Plan for Improvement objectives
• a SMART Change Management programme and a Management Development programme have been developed and commissioned
• increased responsibility for and emphasis on Corporate and Team communications
• greater workforce involvement in the development of SMART customer service standards
• an annual training calendar has been devised and implemented in partnership with Poole Borough Council
• core values have now been firmly established and this will greatly assist with the development of the council’s core competency framework
• the WIC Improvement Plan has been incorporated within the HR Business Plan.

More recently several further changes have taken place. The SMT and the HR team have reflected upon the WIC’s impact and concluded:

• employees felt very positive about the WIC experience
• the council has had important ‘listening time’
• further opportunities to engage with employees, including employees who have not historically had a voice, are needed
• there is improved employee morale
• communication has been improved
• the WIC panel provided very positive feedback together with important recommendations and matched the organisations own perceptions
• it reinforced what we are doing right
• raised the profile of workforce development
• it generated lots of conversations and ideas such as reshaping team leader roles, communication methods and the Staff Consultation Group
• it further encouraged the ‘Can do’ attitude
• the WIC panel reminded and encouraged us celebrate our successes and “shout louder about what we do well”
• the council’s planned change management programme has been reinvigorated.

While making £3 million budget cuts and delegating services to local communities, the council has managed to boost employee morale, grow its own talent and support those facing redundancy

The WIC highlighted how well council workers cooperate and support one another when faced with internal and external challenges. This reinforces the important fact that there is a sense of belonging to the council.

Following the refreshed Corporate Improvement Plan, approved in September 2009, the HR team will be working with a variety of groups. It will develop a responsive Workforce Strategy and Development Plan to:

• enable changes required by the Dorset Pathfinder programme, including TUPE transfers
• provide the focus for the workforce in achieving this direction
• ensure transformational activity is prioritising the values and vision of the organisation
• promote and further embed the employee empowerment style of the council
• focus the annual Corporate Learning and Development programme to equip the workforce with skills and knowledge to support the council’s new direction
• implement a yearly ‘stock take’ and hold ‘look forward’ and ‘have your say’ events
• establish more effective mechanisms for ‘bottom-up’ communication
• develop team leaders and supervisors more effectively
• refresh the Staff Consultation Group
• ensure employee learning and development opportunities are maximised in areas such as access, time to attend and backfill
• support employees through changes, building career development opportunities.

Contact

Bobbie Bragg, Senior HR Advisor
email: bbragg@north-dorset.gov.uk

Jane Jeffs, Principal Workforce Development Officer
email: jjeffs@noorth-dorset.gov.uk

Page published October 2009.