1. Leading Nottingham Programme update to ACOS 7 September 2010 Angela Probert Director of HR and Organisational Transformation Contributions from Lisa Sharples & Denise Willis

2. Executive Summary Leading Nottingham is a long term strategic programme, supporting the development of Colleagues and Councillors Current external financial factors have prompted a ‘Strategic Pause’ to: – review the purpose of the programme –analyse the ‘Effort and Cost of Delivery vs the potential Reward’ The programme remains valuable and important in enabling Nottingham City Council deliver future transformation and change Work streams have been streamlined to reduce cost and effort – therefore increasing Return on Investment Original cost of programme has been reduced by 40% and now focuses on core elements needed to build resilience

3. Over the last 2 years we have made progress in developing Shared Values and Purpose across Nottingham City Council Nottingham Café and Employee Opinion Survey 2008 held to obtain feedback Feedback and awareness sessions held - Foundation Stone (Oct 2008 to Feb 2009) Shared Values and Competencies developed following consultation (2009) Message Map and Operating Models developed (2009) Values / Competencies / Message Map shared with Colleagues through ‘Playing Your Part’ workshops (Jan / Feb 2010)

4. We used the McKinsey 7S framework as the starting point for our Operating Model

5. Direction and Focus for the Future The Leading Nottingham Programme supports and enables the delivery of both the Message Map and the Operating Models “Environmental Factors” e.g. Spending review, political priorities, demographics

6. Strategic Lenses

7. The ‘Purpose’ and ‘Benefits’ of the Programme are even more relevant in the current Financial and Economic environment Purpose To deliver the style, shared values and skills elements of the Operating Model through implementation of the message map and competency framework across:- performance management recruitment talent management people management learning and development supporting processes across all levels of the organisation Benefits Increased leadership, councillor and colleague capability Greater understanding of expectations Greater ‘One Council’ consistency Increased understanding of partner organisations and partnership working Increased effectiveness of HR processes to support the Operating Model Principles Better use of resources (financial and reputational benefit) Better engagement/ alignment/ morale of the workforce

8. The Programme is made up of 5 distinct Workstreams and a number of separate Projects Performance Learning & Development Employee Lifecycle Employee Communication & Engagement Measurement – Programme KPI’s & Corporate Health Indicators PDR Process Design Training Roll-Out BAU Training Senior Leadership Programme Middle Management Leadership Programme People Exchange Programme Councillor Development Succession Planning Talent Management Recruitment Induction Performance Management People Management Board Directors Forum Team Nottingham Corporate Engagement Programme Leading Nottingham Web Site

9. The competencies and new PDR Process have already been communicated to all Colleague’s Performance Learning & Development Employee Lifecycle Employee Communication & Engagement Measurement – Programme KPI’s & Corporate Health Indicators PDR Process Design Training Roll-Out BAU Training Senior Leadership Programme Middle Management Leadership Programme People Exchange Programme Councillor Development Succession Planning Talent Management Recruitment Induction Performance Management People Management Board Directors Forum Team Nottingham Corporate Engagement Programme Leading Nottingham Web Site

10. We have also agreed the most effective and cost efficient way to roll-out the PDR Training AugSepOctNovDecJanFebMarAprMayJun Design Training Train the Trainer Train 'All' NCC People Managers PDR Year End Timelines Timing Roll-Out Training in Q4 2010/11 Minimises impact on Managers workloads Embeds learning quickly Timing allows in-house delivery (& reduced costs) Costs We have developed an alternative delivery approach which reduces costs In-house delivery (trainers from across NCC) – resource already committed Invigor8 will only handle the Project Management / co-ordination / Quality Assurance

11. The Learning and Development workstream provides a variety of learning interventions for ‘all’ Colleagues and Councillors PDR Learning & Development Employee Lifecycle Employee Communication & Engagement Measurement – Programme KPI’s & Corporate Health Indicators Process Design Training Roll-Out BAU Training Senior Leadership Programme Middle Management Leadership Programme People Exchange Programme Councillor Development Succession Planning Talent Management Recruitment Induction Performance Management People Management Board Directors Forum Team Nottingham Corporate Engagement Programme Leading Nottingham Web Site

12. We have reviewed the content of the Colleague Leadership Programme to ensure it is still ‘Fit for Purpose’ Focus on Leadership Behaviours:- –Personal Resilience –Change Management –Partnership working –Leadership Styles While linking to Key Skills NCC requires in the future:- –Commissioning –Financial Management –System Thinking –Risk Management And reviewing costs to ensure the programme offers ‘Value for Money’

13. Training modules will be supported by Action Learning Sets and Leadership Challenges to embed learning Leadership Challenges will be linked to the new skills we want to re-enforce We could also use these Challenges to work on scoping Transformation Programme initiatives

14. The Leadership Programmes will also be supported by ‘Supplementary Strategic Modules’ delivered as part of the wider BAU Training Offering

15. We have also taken the opportunity to review Councillor Development and the People Exchange Programme Councillor Development –Overall Annual workload plan is clear and on track –Target of being the 1 st ‘City’ Council in the East Midlands to achieve Charter status –Currently looking for opportunities to develop Colleagues and Councillors together (improving relationships and reducing costs) –Need to find ways to support Councillors in the identification of the skills they require during this challenging economic period –Potential to scope Executive / Ward / Scrutiny Councillors’ development in the future as well as develop Councillor Induction and Succession Planning People Exchange Programme –Programme currently in Pilot year – Pilot due to end January 2011 –We need to decide if we want to continue in the programme past this point and at what level of investment –Analysis of benefits and our future options is required –Review of programme to be completed September 2010

16. We have begun scoping and planning the remaining workstreams PDR Learning & Development Employee Lifecycle Employee Communication & Engagement Measurement – Programme KPI’s & Corporate Health Indicators Process Design Training Roll-Out BAU Training Senior Leadership Programme Middle Management Leadership Programme People Exchange Programme Councillor Development Succession Planning Talent Management Recruitment Induction Performance Management People Management Board Directors Forum Team Nottingham Corporate Engagement Programme Leading Nottingham Web Site

17. All remaining workstreams will be scoped by the end of the year Communication and Engagement –We have provided the ‘Skills’ to enable individuals to perform more effectively through the ‘PDR’ and ‘Learning & Development’ workstreams –This workstream addresses the ‘Will’ of individuals to want to change themselves and the organisation –Workstream Scope to be agreed September2010 –Communication and Engagement Strategy to be completed by end December 2010 Measurement –How do we measure the ‘Measurement’ elements of the Message Map? –How do we measure the effectiveness of the Interventions we are taking? –Workstream Scope to be agreed September 2010 –Recommendations presented and agreed by end December 2010 Employee Lifecycle –What changes do we need to make to our recruitment processes to ensure we recruit individuals whose strengths mirror our competency aspirations? –What succession and Talent Management Practices should we put in place to ensure we reward individuals who act as exemplars of our competencies and behaviours? –Workstream Scope to be delivered by end December 2010 –Recommendations presented and agreed potentially by end of March 2011