Download Document

Local Government Staff Commission/
Local Government Training Group
RESEARCH PROJECT
Linda Leahy
Director – Talent and Development
Secretary to LGTG
Local Government Staff Perceptions of
the Reform of Local Government
Process
Objectives
To gain insights into:
• the communication needs of staff employed in
Councils
• staff concerns regarding / attitude to the change
process
• staff training and development needs
Outcomes
Study findings will be utilised to inform:
• the implementation of the Local Government
Reform communications strategy, and
• the Local Government Training Group capacity
building programme
Sample Size
In order to provide data from a cross section of councils
in relation to size and geographical area a representative
sample was selected from within the current 26:
• Ards
• Cookstown
• Derry
• Down
• Dungannon
• Fermanagh
• Moyle
Methodology
Various research design methodologies
considered i.e.
questionnaire
group interviews
structured interview
focus groups
Also use of the delphi method to facilitate
group interaction and for obtaining shared
views on the topics under discussion
In conclusion
• A representative Focus Group consisting of staff and
trade union representatives should be convened in
the sample councils with two LGSC/LGTG facilitators
• The focus group should be asked to consider three key
questions
• The data should be collected by facilitator one via a
visible flip chart with all group members having an
opportunity to discuss and contribute
• The data should also be collected by facilitator two
who should summarise the main points and
feedback to the group for validation, amendment,
and for additional information as appropriate
• The facilitators from each focus group should
collectively summarise the data from all groups
• The summarised data should be presented at the
People and Organisation Development Conference
in December 2012 and delegates provided with the
opportunity to suggest how the concerns and
communication and capacity building needs of staff
should be addressed and who should be responsible
for implementation
Approach
1. The focus groups facilitated by LGSC staff, following
appropriate training in their role
2. The facilitators provide focus group participants with
a copy of the terms of reference for the study
3. Facilitators outline to participants:
• The purpose of the research
• Their role, in that they do not have any suggested
answers to the key questions but are there to
explore and record participants' observations and
suggestions
3 Key Questions
1. Communication:
What staff need to know and why
2. Attitude:
Staff attitude to the reorganisation of Local
Government – Prides, Fears and Anxieties
3. Learning & Development:
Skill requirements to cope with the planned
change/targeted capacity building requirements personal and organisational
Plan
Data Analysis by all facilitators resulting in ‘What’
staff identified as their communication and
development needs
Presentation to conference delegates to determine
‘How’ ‘Who’ and ‘Timeline’
Get it written up and issued to participants
Observations
Willingness to engage, high level of participation
– more seats!
Simple things that they don’t know – timeline,
VTCs, glossary of terms
“at last someone is talking to us” “its astonishing
to be asked so far into the process”
Revisit, in clusters?
Findings – high level
1. Communication
2. Attitudes
3. Learning &
Development –
• personal
• organisation
• Key messages
• Quotes
• Suggestions
1. Communication – Key Messages
• Not good currently!
• Strong leadership in councils – asap
• Clarity on timeline – i.e. this will definitely
happen
• Consistency – within and across i.e. regional,
cluster & council
• Consequences for ‘me’
• Want to be told directly, not via media
Communication - Quotes
“information is not passed on”
“there is a lack of knowledge about what is
happening”
“staff are pretty far down the list”
“it shouldn’t be left for employees to go
looking for information about what is
going on”
Communication - Suggestions
• Single point of contact for information
• Get an early message to those not
immediately affected – then concentrate
resources
• Forums established where staff can ask
questions and raise concerns
• FAQs
2. Attitudes – Key Messages
• Apathy until clear leadership for new councils
established
• Fear (privatisation, shared services,
vulnerability of bigger services to
privatisation, Belfast-based services)
• Myths and rumours
• Perceptions of them and us – ‘take over’
• Concentration on immediate priorities – will
we lose out?
Attitudes - Quotes
“another council with future-facing leader will be
advantaged”
“what will be the rates of pay?”
“will I be forced to work elsewhere?”
“lucky to have a job”
“jobs are done in different ways in different
councils”
“the ‘higher ups’ have sorted themselves out”
Attitudes - Suggestions
• Increase level of exchange within clusters at all
levels
• Build job requirements now
• Immediate establishment of leadership
• Consistency on organisational structures
• Improve communication
3. L&D Personal – Key Messages
• Timing and targeting important
• Will be informed by communication and timeline
• Make required competencies known for various
levels
• Do not pigeonhole skills and experience
• Personal preparation
• Management/leadership/ICT
L&D Personal - Quotes
“too late by the time it happens”
“want to put our best foot forward”
“all want to be part of the future”
“need certainty to see the opportunities
ahead”
L&D Organisation – Key Messages
• Inconsistent access to L&D – budgets, level of
encouragement or simple knowledge of
available opportunities
• Query about ‘readiness for change’
• Management/leadership/ICT
L&D Organisation - Quotes
“make it fit to develop”
“elected members need to be up to speed”
“given time to meet and get to know
service in other council”
“people on the ground doing the job best
placed”
L&D - Suggestions
• Structured development plans
• Input of individuals on how to improve their
service
• Indicative job descriptions
• Specific training needs of “at risk” group