Briefing Presentation for 2012

About the Yorkshire Accord Scheme Aims Our definition Expectations of those involved Management & quality standards Recruitment for 2012 Feedback from previous members W HAT WILL BE COVERED

W HOSE I NVOLVED Organisations involved in 2012 are likely to include; City of York Council Hambleton/Richmondshire District Council Harrogate Borough Council North Yorkshire Fire and Rescue Service Ryedale District Council Scarborough Borough Council Selby District Council University of York York College York St John University Yorkshire Ambulance Service

S CHEME A IMS To broaden perspective and approaches to issues, increasing organisational creativity and innovation and supporting change. For individuals to maximise their own potential leading to a positive impact on organisational performance. To widen opportunities for employee development across the partnership.

To enhance strategic and / or operational awareness and application. To develop partnership working in the public sector, through providing opportunities for individuals to network and learn across organisational boundaries. S CHEME A IMS

A long-term, voluntary relationship between two individuals, with the purpose of providing personal and professional development, support and challenge O UR DEFINITION

M ANAGEMENT S TRUCTURE Management Committee Organisational Co-ordinators Project Leader Member Representatives

M ANAGEMENT & S UPPORT Project Leader will; Be in regular contact with all members involved in coaching & mentoring relationships Deal with any issues arising with the coaching & mentoring process Liaise with Organisational Co-ordinators & support the Management Committee Deliver training & provide supervision support to coaches / mentors

M ANAGEMENT & S UPPORT Organisational Co-ordinator will; Be available to support their members of staff who are involved in the scheme with organisational issues and ensure they feel supported and encouraged by the organisation. Member Representatives will; Be an independent person with whom scheme members can raise concerns with. Represent their groups viewpoint at the Management Committee.

Q UALITY P ROCESSES Aims and Structure Recruitment and Selection Preparation, Training and Support for all involved Monitoring and Evaluation Equality of Opportunity

R ECOGNISED September 2007 “resulted in impressive outcomes for participants and might be considered as a model which could be reproduced for local and regional public bodies across not only the country but also internationally.”

R ECRUITMENT, M ATCHING & T RAINING Applications submitted by 4 th November Training in December & January ­ Coachee / Mentee Workshop – ½ day ­ Initial Coaching & Mentor Skills Training – 1 day Matching by Management Committee ­ Notification of place & match in early December ­ Coach / Mentors to contact their coachees / mentees before their training, arranging first meeting in late January.

E VALUATION 2010 Satisfied with their mentoring match 98% of participants Personal benefits from mentoring 91% of participants Met the expectations of those involved 90% of participants

M ENTEES P ERSPECTIVE -H OW HAVE YOUR SKILLS AND KNOWLEDGE IMPROVED ? Support the development of management skills Opportunity to work through operational issue and consider how to do things differently Provide positive constructive support of the development of existing skills Gain procurement advice Improve meeting participation skills Report writing How to be confident but not arrogant Became more organised and pro-active More aware of own approach and the impact on others Develop strategic thinking Focus on objective planning Develop multi agency awareness Developed appreciation for HR process and procedure when dealing with own staff.

M ENTEES P ERSPECTIVE -W HAT DID YOU DO OR ACHIEVE AS A RESULT OF BEEN INVOLVED IN THE SCHEME I gained promotion The way I react and deal with problems has significantly improved Improved time management skills Better budget planning, management and crisis planning Ability to develop and deliver training I was considering leaving my organisation and lacked belief in my own abilities. I gained confidence and realised there was no reason to leave a job I enjoyed and relished its challenges. Ability to deal with difficult colleagues and deal with conflict situations Reduced stress I was able to lead a successful ‘time out’ day for the team.

Increased confidence More comfortable networking at conferences and external meetings Informed decision making, greater service, refined people management skills Better balance of work and home, less resentment & more enjoyment of work Support difficult HR people issues More positive Feel valued Wider perspective on projects / initiatives and changes Quality focus Greater awareness of external factors and managing in financial crisis Ability to perform and contribute more confidently on regional and national projects, consciously pushing myself out of my comfort zone. M ENTEES P ERSPECTIVE -W HAT IMPACT HAS THE LEARNING HAD ON YOUR BEHAVIOUR AT WORK

M ENTOR P ERSPECTIVE -H OW HAVE YOUR SKILLS AND KNOWLEDGE IMPROVED ? Problem solving skills Re-appraisal of own communication skills Self reflection Realisation that I don’t always have to be the expert Developing and objective perspective of problems and situations Listening & questioning skills Allowing others to find their own solutions Developing patience for the process Ability to challenge constructively Understanding of other organisations / Multi agency awareness Gained confidence I new tools and techniques Understanding of organisational change

Making time to talk with my own staff. I used my new skills on a project I was leading to help keep the group focused. Used new tools and techniques to keep the team positive, motivated and focussed during times of change I have become more proactive in motivating colleagues and responding to negative comments and perceptions with positive feedback so that others feel more empowerment and in control Development of my own leadership role Increased networking opportunities Ability to move a long standing difficult relationship at work into a more positive cycle of behaviour. I have a better understanding of what’s happening in other areas of the public sector M ENTORS P ERSPECTIVE -W HAT DID YOU DO OR ACHIEVE AS A RESULT OF BEEN INVOLVED IN THE SCHEME

M ENTORS P ERSPECTIVE -W HAT IMPACT HAS THE LEARNING HAD ON YOUR BEHAVIOUR AT WORK I have been able to use my skill in meetings with members of my team listening to their needs in a more positive way I challenges perceptions of others more than I would have previously Quality focus How to work with difficult college. Review of my own working practices I am more open minded and less judgemental

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