© Bishop’s Stortford Town Council Investors In People James Parker, Chief Executive Nov 2011 With material from IIP website which provides an extensive

© Bishop’s Stortford Town Council © Bishop’s Stortford Town Council

Investors In PeopleInvestors In People

James Parker, Chief Executive Nov 2011James Parker, Chief Executive Nov 2011

With material from IIP website With material from IIP website

which provides an extensive support toolset free of which provides an extensive support toolset free of chargecharge


36 individuals can achieve our statutory responsibilities. A team of 36 can achieve much, much more. What do we want to be?

IIP - Strategic PlanningIIP - Strategic Planning

In IIP everything follows from In IIP everything follows from Strategic Planning. Strategic Planning.

The strength of the business The strength of the business derives from the strength of the derives from the strength of the strategic planningstrategic planning

Currently its weak -26%Currently its weak -26%



IIP: Where it all starts: Creative IIP: Where it all starts: Creative VisionVision

A Vision:A Vision: helps your people to be clear about the long term future. helps your people to be clear about the long term future. keeps the organisation focused in the same direction. keeps the organisation focused in the same direction. gives your people a reason why certain things have to happen.gives your people a reason why certain things have to happen. It is the big picture for the organisation. It is the big picture for the organisation.

The Three Questions (according to IIP), to be answered conciselyThe Three Questions (according to IIP), to be answered concisely Q1 Where do you want your organisation to be in the long term future?Q1 Where do you want your organisation to be in the long term future?

Note long term can be one year, three years, five years – whatever you feel is right Note long term can be one year, three years, five years – whatever you feel is right Eg: Are we minimalist or do we have selective expansionist ambitionsEg: Are we minimalist or do we have selective expansionist ambitions where does localism fit?where does localism fit? What services do we want to provide that we currently don’t provide?What services do we want to provide that we currently don’t provide? What services do we not want to provide that we currently do provide?What services do we not want to provide that we currently do provide? What ambitions do we have for the relationship with other authorities?What ambitions do we have for the relationship with other authorities?

Q2 What do you want clients and anyone who hears about your organisation to Q2 What do you want clients and anyone who hears about your organisation to say about it? say about it?

Q3 What are the key principles or values that will guide your organisation to Q3 What are the key principles or values that will guide your organisation to achieve questions 1 and 2?achieve questions 1 and 2?

Are we proactive or reactive. If proactive, against what principles?Are we proactive or reactive. If proactive, against what principles? Do we stand for cost or quality?Do we stand for cost or quality?



Strategic Planning - What are we missing, Strategic Planning - What are we missing, why does it matter?why does it matter?

What are we missing?What are we missing? Purpose: We do not have a shared purpose (why are we here?)Purpose: We do not have a shared purpose (why are we here?) Strategy: We do not have a shared strategic plan/directionStrategy: We do not have a shared strategic plan/direction Vision: We don’t have an agreed view on what we want to beVision: We don’t have an agreed view on what we want to be Values: We don’t have agreed valuesValues: We don’t have agreed values

Why does it matter?Why does it matter? Strategic planning: without a vision strategic planning is meaningless and decisions become Strategic planning: without a vision strategic planning is meaningless and decisions become

reactivereactive Teamwork: without shared direction teamwork suffers and less is achievedTeamwork: without shared direction teamwork suffers and less is achieved Influence: much of what we do depends on influencing others, we are weakened if we aren’t Influence: much of what we do depends on influencing others, we are weakened if we aren’t

pulling togetherpulling together Engagement: staff and councillors are better able to engage if there is a shared directionEngagement: staff and councillors are better able to engage if there is a shared direction

What would solve this?What would solve this? Vision statement – why are we here, what are our values, where do we want to be?Vision statement – why are we here, what are our values, where do we want to be? 3-5 year view of what services we wish to operate (some examples attached as appendix 2a, 2b)3-5 year view of what services we wish to operate (some examples attached as appendix 2a, 2b) 3-5 year financial plan (requested also by auditors – no examples currently available will seek 3-5 year financial plan (requested also by auditors – no examples currently available will seek

some)some) Refreshed Town Plan (summary of current attached as appendix 3)Refreshed Town Plan (summary of current attached as appendix 3) SMART objectives as part of the aboveSMART objectives as part of the above

How to get thereHow to get there Engagement is key – must be inclusiveEngagement is key – must be inclusive 1.1. Offsite brainstorm set the big picture parameters (finance, service aspirations, Offsite brainstorm set the big picture parameters (finance, service aspirations,

values)values) 2. This group to draft the detail2. This group to draft the detail 3. Approval by Council3. Approval by Council In parallel: Town Plan Refresh (underway)In parallel: Town Plan Refresh (underway) 4: Embed refresh and review in Council meetings – keep it live4: Embed refresh and review in Council meetings – keep it live


BackupBackup



IIP: SMART ObjectivesIIP: SMART Objectives SMART SMART

SpecificSpecific MeasurableMeasurable AgreedAgreed Attainable and achievableAttainable and achievable Realistic and resourcedRealistic and resourced TimeboundTimebound

Why?Why? Keep people focused on what is important and what needs to be Keep people focused on what is important and what needs to be

achievedachieved Provide a major tool for motivation. Provide a major tool for motivation. People like to know and feel a sense of achievement.People like to know and feel a sense of achievement.

What? What? Short, simple, concise, clear bullet statements that anyone can Short, simple, concise, clear bullet statements that anyone can

understand. understand. No more than 5 objectives at a time No more than 5 objectives at a time Fit together to form a unified strategy. Fit together to form a unified strategy. Measurable. Measurable. Objectives not actions/tasks. Objectives not actions/tasks. Short and long term creating a pathway to success.Short and long term creating a pathway to success.



The Council – A personal The Council – A personal assessmentassessment

StrengthsStrengths Committed Councillors (18) and Staff (18) = potential team of 36Committed Councillors (18) and Staff (18) = potential team of 36 Strong budgetary position, good reservesStrong budgetary position, good reserves Largely affluent town (largely), press supportiveLargely affluent town (largely), press supportive Very strong democratic legitimacy, arguably greater than other tiersVery strong democratic legitimacy, arguably greater than other tiers Solid service base, only occasional councillor involvement required in established Solid service base, only occasional councillor involvement required in established

servicesservices (Mostly) good day to day relations with other authorities(Mostly) good day to day relations with other authorities Town plan (but its not part of our DNA!)Town plan (but its not part of our DNA!)

WeaknessesWeaknesses Diametrically opposing views within the councillors (minimalists vs selective Diametrically opposing views within the councillors (minimalists vs selective

expansionists); unresolved conflictexpansionists); unresolved conflict Mediocre teamwork between councillors & between councillors and staff, trust patchyMediocre teamwork between councillors & between councillors and staff, trust patchy Focus on process not outcomesFocus on process not outcomes Meetings very formal: white-boarding, brainstorming virtually unknownMeetings very formal: white-boarding, brainstorming virtually unknown Projects almost entirely dependent on volunteers – paid staff = ‘business as usual’ Projects almost entirely dependent on volunteers – paid staff = ‘business as usual’

onlyonly ThreatsThreats

Pulling in opposite directionsPulling in opposite directions Trying to do too much (projects deliver value when they finish not when they start)Trying to do too much (projects deliver value when they finish not when they start) Loss of enthusiasm in new councillorsLoss of enthusiasm in new councillors Lack of trust and/or motivationLack of trust and/or motivation Weak influence on outside bodies (due to above)Weak influence on outside bodies (due to above)

36 individuals can achieve our statutory responsibilities. A team of 36 can achieve much, much more; What do we want to be?



Tuckman model – 45 years old and still Tuckman model – 45 years old and still going strong!going strong!

FormingForming Easy, feeling of pride at being selected, positive, no one has offendedEasy, feeling of pride at being selected, positive, no one has offended

StormingStorming Difficult but crucial, disagreement over concepts Difficult but crucial, disagreement over concepts TeamTeam fails if skipped fails if skipped Honeymoon over, clash for power, argument over trivia, unrealistic Honeymoon over, clash for power, argument over trivia, unrealistic

goals, defensiveness, realize task more difficult than first thought, poor goals, defensiveness, realize task more difficult than first thought, poor collaboration, collaboration, beginningbeginning to understand others to understand others

NormingNorming Starting to work together, shared goals, pride in team, constructive Starting to work together, shared goals, pride in team, constructive

criticism, sense of cohesioncriticism, sense of cohesion PerformingPerforming

Close attachment to team, understand and exploit complementary Close attachment to team, understand and exploit complementary stengths, team members interdependentstengths, team members interdependent

QuestionsQuestions Where did the last Council get to?Where did the last Council get to? Where are we now?Where are we now?

Further reading – Google ‘storming norming’Further reading – Google ‘storming norming’




Next Steps?Next Steps? Task and Finish group to project manage IIPTask and Finish group to project manage IIP

Or at least the early stagesOr at least the early stages Representative of whole CouncilRepresentative of whole Council

Whole day out brainstorming, all councillors and at least Whole day out brainstorming, all councillors and at least representative staff:representative staff: Aim to achieve ‘Vision’ and ‘Objectives’ from IIP Strategic Aim to achieve ‘Vision’ and ‘Objectives’ from IIP Strategic

Planning StagePlanning Stage Task and finish group to define the agendaTask and finish group to define the agenda What do we want to be (vision)?What do we want to be (vision)? What are our What are our realisticrealistic objectives? objectives? What will it take to achieve them, who does what?What will it take to achieve them, who does what? No rules other than ‘be polite’No rules other than ‘be polite’

Adopt formally at CouncilAdopt formally at Council Followed by Communication and continual re-inforcement & Followed by Communication and continual re-inforcement &

further stagesfurther stages



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Where are we now?Where are we now?

Results based on a not too Results based on a not too scientific self-surveyscientific self-survey

In IIP everything follows from In IIP everything follows from Strategic Planning. If this is Strategic Planning. If this is weak everything else is weakweak everything else is weak

‘‘The organisation has a The organisation has a vision/purpose, strategy and vision/purpose, strategy and plan’ plan’

‘‘People are involved in the People are involved in the planning’ planning’

‘‘Representative groups are Representative groups are consulted when developing consulted when developing the plan’the plan’

Everyone in the organisation Everyone in the organisation must understand and be part must understand and be part of the planof the plan




IIP: CommunicationIIP: Communication

Management style Communication requirement

Option 1 You have the answers and you tell your people.“The tell"

You have to be very creative with your communication to engage your people.

Option 2 You have some of the answers. You ask for your people to give ideas and input."Democracy"

You need to create an environment where people want to give input

Option 3 You ask your people for ideas then you give them yours."Involvement"

You need to give prompts, listen a lot and give recognition and praise for input.

Documents

© Bishop’s Stortford Town Council Investors In People James Parker, Chief Executive Nov 2011 With material from IIP website which provides an extensive