Successful Collaboration in North

Conwy County Borough Council and

Introduction and overview

By recognising that they share common workforce development requirements for future service delivery, the neighbouring authorities of Council and Denbighshire County Council saw an opportunity to work collaboratively on a range of joint initiatives which have resulted in the following outcomes:

• A standard generic appraisal process • A shared competency framework underpinning good organisational behaviour • Creation of a Joint Training Framework for Conwy & Denbighshire • Common Staff Survey ( benefitting from Conwy’s expertise and analysis) • Strategic contribution to an innovative and collaborative Local Service Board Work Force Development Project, supported by the European Social Fund, and involving local public and third sector organisations

This approach has not only created considerable economies of scale but has also supported the effective sharing of expertise and learning across the two local authorities and the LSB partner organisations, as well as contributing to a wider regional agenda for collaboration.

Background

Conwy County Borough Council and Denbighshire County Council are located on the coast and form part of a region of 6 local authorities whose Learning & Development teams have achieved significant success in collaborative working over many years. The other local authorities involved in this regional basis include the Isle of , , and . Examples of some of the successful regional initiatives include:

• Creation of a Joint Coaching & Mentoring Strategy across the 6 authorities, supported by the Welsh Local Government Association (WLGA), and Public Sector Management Wales (PSMW). • Delivery of 4 joint cohorts (60 coaches) of the ILM Level 5 Certificate in Coaching & Mentoring plus the design and delivery of a coaching workshop for managers. • A collaborative 3 day ‘Managing Change Successfully’ programme (jointly with PSMW) to over 500 senior managers across the 6 local authorities, designed to equip senior managers for the significant change agenda • A programme of joint Pre Retirement Seminars to over 200 staff per annum

How success was achieved

Joint Appraisal Process and Competency Framework

2011 saw the creation of a joint appraisal process across both Conwy and Denbighshire local authorities. One of the initial drivers for developing a common appraisal system and competency framework was that the Highways and Infrastructure Departments in each council shared a Head of Service and Regulatory Services are also delivered jointly. Having separate appraisal and competency frameworks across these services was identified as being confusing and inefficient.

The challenge was to create a generic appraisal process which could be flexible and relevant to everyone within the two organisations, providing them with clarity about their focus, expected behaviours, developmental needs…..and to keep it simple!

The joint Competency Framework was designed to focus on behaviours, and contains six core competencies (Customer First, Effectiveness in Role, Team Work and Partnership, How We Communicate and Continuous Improvement - plus relevant roles also included Leading & Managing). These form a key part of the overall generic appraisal process.

Phase 2 of the joint project was to develop the capability to link the appraisal process to a Talent Management strategy based around a 9 Performance Potential Matrix. This will be introduced in the near future, along with the introduction of a 360 feedback process.

Joint Training Framework

In 2012 the creation of a joint Conwy and Denbighshire Training Framework presented the opportunity to plan jointly and deliver identified training, share expertise and creativity, as well as realise cashable savings in terms of shared facilitation, premises, resources and administration. Some of the initial joint outputs were:

• Procurement of the ILM level 3 and 5 programmes for delivery to groups of managers from both organisations • European Computer Driving License (ECDL) training • Coaching Skills for Managers • Managing Change Successfully for middle / first line managers

Benefits

The councils HR teams have been able to realise a wide range of benefits under their joint approach, some of which have been summarised below:

• More effective and efficient appraisal processes linked to generic competency standards. The Isle of Anglesey Council have also introduced the new process after it was outlined to them . • Shared learning and creativity within the HR departments themselves • Using the expertise from Conwy, design of a comprehensive Staff Survey form, process and data analysis across both organisations • The opportunity to create shared knowledge and networking across workforces • Joint procurement of training giving rise to increased purchasing power and cost reduction • Networking of staff in HR departments; shared skills and knowledge across authorities, a peer network for HR specialists created and a Joint Policy Group across the 6 local authorities • Improved and shared data • Closer working and liaison across all departments and council boundaries • A ‘shared language’ between authorities • All North Wales Local Authorities share ideas and knowledge openly to raise quality standards via peer to peer support networks e.g. the Human Resource Directors Network, Human Resource Business Partners, Learning & Development Officers and also the newly formed Policy Group • Strong and trusting relationships that provide a fertile ground for future work together • Joint contribution to strategic project groups e.g. Highways & Infrastructure, Education

The skills piece

The success of the two council’s approach can be attributed to a range of core skills

In discussing the core skills required, officers across the two councils identified the following requirements:

- Creating a clear programme plan - Setting both accountability and empowerment appropriately within this programme and identifying the clear outcomes expected - Strong communication skills with significant focus on listening to ensure that the needs of partners are understood and that one’s own needs are incorporated in partners plans and activities - Setting a clear direction for how the partnership approach will develop and engendering an atmosphere of trust and sharing, including the willingness to take advice from others - Role modelling the above approach at all times - The ability to identify and work with internal stakeholders, and also influence - A commercial approach to costs, procurement, negotiating etc. - Technical HR skills to underpin the systems developed - Strong personal resilience and determination - Project management and data analysis skills - Ability to challenge in a constructive way and a willingness to accept feedback and change one’s own approach - A sense of humour!

Lesson Learnt

The experience of previous successful partnership working greatly contributed towards the development of the joint competency and appraisal project. However, other factors were also crucial learning points as to what is required to secure success:

Support from a Senior Level

Political and senior managerial leadership were clear about their expectations for a joint approach to the appraisal project and actively supported its development. It was also important to ensure that they were kept informed and involved in progress and involved where decisions were required.

Both Organisational Development Managers felt that the key to success of the relationship was the trust and encouragement they received from their own Heads of HR which allowed them to operate autonomously and with the freedom to deliver to the brief for the joint Appraisal project.

Trust

All parties involved in this partnership feel that trust has been built and demonstrated repeatedly by all members contributing to a conducive and open environment for the partnership to flourish.

Involving external stakeholders

Where appropriate, both councils and the wider group of local authorities have quickly identified the benefits of involving external stakeholders in their approach. The Welsh Local Government Association were able to contribute to developing the partnership approach based on their knowledge and experience of other successful partnerships across Wales and could contribute through advice, guidance and knowledge sharing, funding support to some pilots and evaluation. PSMW have also been instrumental in supporting the collaborative change agenda across all six North Wales Authorities.

The Future

In addition to internal projects, Conwy and Denbighshire are also working with other Public Service organisations represented on the Conwy and Denbighshire Local Service Board to progress workforce development initiatives at a regional project level. This Local Service Board project has secured funding from the European Social Fund to cover a number of initiatives including Apprenticeships, Work Experience, Cross-sector Exchange Programmes and a Coaching Frameworks.

The Organisational Development Managers from Conwy & Denbighshire are working alongside their peers in other public sector organisations and the third sector to deliver the project over the next 3 years. Their skills, developed in working collaboratively thus far, have allowed them to make a valuable contribution to the Local Service Board project and they will continue to consider further opportunities for collaboration in the future.