Local Government Staff Commission/ Local Government Training Group

1. Local Government Staff Commission/Local Government Training Group RESEARCH PROJECT Linda Leahy Director – Talent and Development Secretary to LGTG

2. Local Government Staff Perceptions of the Reform of Local Government Process

3. 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

4. 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

5. 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

6. Methodology Various research design methodologies considered i.e. questionnaire structured interview group interviews focus groups Also use of the delphi method to facilitate group interaction and for obtaining shared views on the topics under discussion

7. 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

8. 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

9. Approach The focus groups facilitated by LGSC staff, following appropriate training in their role The facilitators provide focus group participants with a copy of the terms of reference for the study 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

10. 3 Key Questions Communication: What staff need to know and why Attitude: Staff attitude to the reorganisation of Local Government – Prides, Fears and Anxieties Learning & Development: Skill requirements to cope with the planned change/targeted capacity building requirements - personal and organisational

11. 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

12. 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?

13. Findings – high level Communication Attitudes Learning & Development – personal organisation • Key messages • Quotes • Suggestions

14. 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

15. 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”

16. 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

17. 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?

18. 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”

19. 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

20. 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

21. 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”

22. 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

23. 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”

24. 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