1. CULTURE DEVELOPMENT LG HR Network Meeting 2.8.17

2. Our culture development strategy
Commenced in October 2015.
Aim to align the culture to our Vision and Values statements.
Determine what will make the City of Holdfast Bay a unique and great place to work.
What are we now and what do we want to be?
What kind of place do we want to have for our staff and for the community that deal with us?
Link into the Strategic Plan.
Link into Employment Life Cycle.
Set the scene for EA negotiations.

3. Challenges
The meaning of culture and what it can bring to a workplace is not well understood at all levels of the organisation.
Silo focus in departments.
Inconsistent management practices.
Inconsistent acceptance of behaviour.
Lack of accountability.
Inability or resistance to managing performance issues.
People strategies didn’t link into frameworks.

4. Our Culture Is aspirational – we will work towards this.
Developed through a series of workshops with Senior Leadership Team.
Consultation with staff undertaken.
Employment Life Cycle linked:
Position Descriptions
Recruitment & Selection
Probationary Process
PDR process
Reward & Recognition Framework
Exit Process
Focus on Employment Branding for 2017/18.
Employment Branding:
Focus on attracting the right culture fit to CoHB.
Reworking advertising wording/templates
Reviewing that PDR process aligns

5. 7 pillars under Culture Brand.
These drive employment life cycle, performance measurements

6. Our Values underpin our Culture
Unchanged and have been in place for quite some time.

7. Our leadership capability
What are the non-negotiable capabilities we want our leaders to possess?
Series of workshops held with Leadership Team.
Consultation with staff.
Employment Life Cycle linked:
Position Descriptions
Recruitment & Selection
PDR process
Reward & Recognition Framework
Framework with a number of initiatives to measure performance and outcomes.

8. Brand + capability areas
Number of behaviours under each capability area determined.

9. What have we done with our Leadership Brand?
Leadership Score Process undertaken with whole Leadership Team (360o process).
Initial net promoter score determined for Leadership Brand (6.6).
Individual Personal Development Plans now in place (12 month timeframe/3 monthly reviews).
Trend across development plans is customer-centric focus.
Redevelopment of Arising Stars Program.
Net Promotor score – says 60% good leaders, 40% not so good – I would say this is a correct assessment.

10. Arising Stars Program (incorporates LGMA Challenge)
9 month program commencing in July.
Formal learning modules linked to Leadership Capabilities:
Whole Brain Thinking – Understanding Self & Others
Understanding Leadership Styles – Leading with Accountability
Establishing a High Performing Team
Strategic Planning & Project Management
Goal Setting & Decision Making
Change Management
Report Writing
Effective Presentations & Debating

11. Arising Stars Program (incorporates LGMA Challenge)
Other related topics – informal learning
Mentor Program
Access to SLT and LT
Program ends in March with LGMA Challenge

12. WHS Brand WHS is a critical factor in organisational culture.
Focus to promote awareness & engagement across council.
Competition launched for staff to develop a WHS brand/logo/tagline concept.
Benchmarking exercise undertaken upon launch.
Strategies implemented around concept.
Has been a reduction in reported incidents & hazards.
Further strategies will continue to be implemented.
Focus on strategies to reduce Lost Time Injuries.
Highlighted on all policies, procedures and other WHS documentation.
Identified as performance indicators in the WHS & RTW Strategic Plan.
Corporate wear branding.
A WHS award included in the CoHB reward & recognition program.
Electronic signatures.
Posters.
Merchandise including stickers and key tags for all CoHB vehicles.
Poster topics included:
Work Safe ….. EveryTime
Drive Safe …. EveryTime
Report & Clean all Spillage …. EveryTime
Clear Your Path ….. EveryTime
Secure Your Load ….. EveryTime
Benchmark:
“When doing my work, I assess my safety EVERY TIME” % indicated “yes”.

13. Over the past 10 month period Council has also put in place other strategies linked to the Every Time brand to assist with education and raising awareness. These include:
Development of Site Rules for Field Services (example provided).
Monthly Field Team meeting agenda incorporates WHS as first topic of discussion. (example provided).
Portal – centralised electronic information system (TV) for Field Services which scrolls through information such as UV indicators; weather; upcoming training; toolbox talks etc.
Internal Training Calendar which includes monthly WHS related topics.
Arthritis SA collaborative awareness program implemented across Council.
CoHB has seen a reduction in hazards, incidents and injuries since the introduction of “Every Time”.
Over the next 12 months CoHB will continue to develop and implement strategies with a focus on broadening awareness for inside areas of employment as well as maintaining a focus on our outside workforce. Some identified strategies include:
Site Rules (ie Library, Records, Administration)
Branding on Uniforms and PPE
New poster range launched
Related topics on Internal Training Calendar
One area of primary focus in this engagement and awareness strategy will be to reduce the number of Lost Time Injuries.

14. Link to Strategic Plan Our Place 2030 Strategic Plan: AND NOW!
Placemaking – An accessible, vibrant and safe coastal city that celebrates our past to build our future.
Community – A healthy, creative, connected community.
Economy – a diverse and resilient local economy.
Environment – A community connected to our natural environment
AND NOW!
Culture – An effective customer-centred organisation.
Work being undertaken to finalise outcomes/measures for the Culture Pillar. Cross –organisational focus.

15. Our continued focus ……
Cross council strategies built into the strategic plan on Culture – focus of one organisation.
Snapshot benchmark to be undertaken on progress of all Brands approximately October.
Review of behaviours aligned to Values to be undertaken with customer focus included.
Continued development of consistent management practices.
Further leadership strategies to be targeted as required.
“Your View Holdfast” corporate reporting and dashboard to be reworked to support Strategic Plan Pillars.
WHS awareness and engagement to be broadened to inside areas of Council.
Taking the Pulse Staff Survey early 2018.