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12 The Hillingdon Improvement Programme HIP achievements 2007 Leadership and direction workstream The leadership and direction work stream was set up to: • establish ways of working and the split of roles and responsibilities between the cabinet and Corporate Management Team (CMT) • establish clear ways of working between CMT and the Operational Managers Group (OMG) • develop and embed the ‘one council’ approach to support the HIP themes and the council’s vision - a modern, well managed council delivering excellent services Cabinet Sponsor Cllr Ray Puddifoot Leader of the Council Workstream Sponsor Hugh Dunnachie Chief Executive Workstream Manager Susie Kemp Head of Organisational Development and Performance Improvement The leadership and direction workstream has focused on ensuring the top levels of the organisation are working efficiently and collaboratively, with clear direction and understanding of roles. This has ensured that senior mangers have been able to take a more strategic approach to delivering the council’s priorities.
The Hillingdon Improvement Programme 13 There has been noticeable change in the culture of the organisation, leading to visible, improved leadership and communication across the organisation. Changes in behaviour have also been identified and developed with more people wanting to contribute to the workstreams. A direct consequence of that change in culture is that managers in particular, but also staff at all levels understand what is expected of them and are taking an innovative and “can-do” approach to improving the organisation. Once the Operational Managers Group (OMG) was set up, the leadership and direction workstream was responsible for ensuring that it works effectively alongside CMT to add value to the decision making process. OMG has been a successful addition to the management structure of the organisation. Outcomes and achievements • Generic role profiles are now in place for directors, heads of service and service managers, clearly setting out roles and responsibilities of the ‘Hillingdon manager’ • A set of competencies developed for directors, heads of service and service managers which underpin the generic profile • A new appraisal process introduced for directors, which now involves the Leader and Cabinet member in the appraisal process • A revised simpler and easier to use Performance and Development Appraisal (PADA) process is now in place for all staff, who will be assessed against the new competency framework every six months • Work was undertaken to develop working relationships and terms of reference for the Operational Managers’ Group (OMG) • A new leadership and management development programme (LMDP) is being introduced and learning and development needs are being identified to drive the establishment of the development of the LMDP for directors, heads of service and service managers with a corporate management programme for team managers and supervisors • The council plan - Fast Forward to 2010 - was refreshed setting out the council’s priorities for the next three years. It was widely circulated amongst partners, stakeholders and sent to other councils in London. At the 2007 staff roadshows, every member of staff was given a personal copy of the council plan.
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