Organisational Development Strategy 2017-2020

Tyne and Wear Fireand Rescue ServiceCreating the Safest Community

Organisational Development Strategy

2017 - 2020

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Tyne and Wear Fire and Rescue Service

This Organisational Development strategy outlineshow we can all work together in a planned andsystematic way, promoting continuous improvementand setting out the long term principles of how wedesign our organisation and improve outcomesthrough the effective performance and leadershipof our people. Through this we can ensure apositive workplace where we support each other inmeeting future challenges, deliver change andensure the very best for each other and thecommunity we serve, in a Service that is innovative,transparent and inclusive.

By designing an effective organisational structureand encouraging individual leadership through ourLeadership Bond, we will each take responsibility todevelop the necessary skills and knowledge to excelin our role, so that we can maximise resources todeliver an outstanding service. In doing so we willdeliver our Strategic Community Safety Plan (SCSP),with a clear commitment to our culture, where wevalue:

• our service to the community• our employees• improvement at all levels of the Service• diversity in the Service and the community

Creating the safest community through our sharedmission ‘to save life, reduce risk, providehumanitarian service and protect the environment’ isthe primary focus for our Service. OrganisationalDevelopment (OD) is the process we use to deliverour vision and improve our organisationaleffectiveness by:

• Designing our strategy, structures and systems tomaximise available resources.

• Supporting our people to gain the skills andknowledge they need to manage resources,innovate and lead change.

• Promoting high performance, high productivity,continuous improvement and a sense ofownership reflecting our culture and values; andembedding equality, diversity and inclusionwithin our Service and community.

CouncillorBarry CurranTWFRA Chair

Introduction

Chris LowtherChief Fire Officer

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Comm

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Medium Term

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Financial Strategy

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Culture

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Equality

LeadershipBond

Strategy

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Performance

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Departmental Policy, Procedure

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y,Procedures and Action Plans

This strategy reflects the aspirations of the NationalPeople Strategy and forms part of our revised andstreamlined strategic planning framework.It removes duplication, encourages leadership andinnovation by all, promotes collaborative working,strives for continuous improvement and furtherembeds equality, diversity and inclusion inall that we do.

By promoting high performance, continuousimprovement and a rewarding working life, we canbuild on our strong partnership approach to ensureTyne and Wear Fire and Rescue Service is anemployer of choice and remains one of the safest,most inclusive and highest performing publicservices.

Strategic Planning Framework

* SCSP - Strategic Community Safety Plan

Creating the Safest Community

People and Performance

Our approach to People and Performance is dividedinto four areas, namely;

• Staff - attracting, retaining, supporting anddeveloping engaged, innovative and empoweredstaff, Elected Members and volunteers, who drivecontinuous improvement.

• Shared vision and values - embracing our corevalues to create the safest community, through acommitment to equality, diversity and inclusion.

• Style - a flexible, ethical, inclusive andemotionally intelligent leadership style, reflectingour Leadership Bond, to support each other ininnovating and encouraging continuousimprovement.

• Skills - ensuring we have the knowledge, skillsand attributes to excel in our roles to deliver ourobjectives, through effective and productiverelationships.

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Summary: OrganisationalDevelopment Strategy

Organisational Design

The focus of Organisational Design is divided intothree areas, which comprise;

• Strategy - our direction of travel and how we useour intelligence led approach to respond tochanging future demands.

• Structure - how we are organised, how wecollaborate and how we lead and undertake ourwork.

• Systems - how we design our policies, rules,infrastructure and controls; and how we set outto maximise personal and organisationalperformance.

Our organisational design considers all of theresources and assets needed to ensure that work iscarried out effectively, including; people,partnerships and collaboration, structures,technology, infrastructure, buildings and resources.

The aim of this Organisational DevelopmentStrategy is to enable continuousimprovement, through an intelligence ledapproach, by effective organisational designand personal leadership and accountability.To support delivery of our shared vision, asset out in our Strategic Community SafetyPlan (SCSP), this strategy is underpinned byseven key areas, organised under two corethemes of Organisational Design andPeople and Performance.

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People and Performance focuses upon ourworkforce. From attracting, recruiting anddeveloping a diverse and inclusive team who sharein our Leadership Bond and add to our core values,to identifying and securing the skills required forour future. We must evolve existing good practice,collaborate and learn from others, embrace newways of working and explore technologicaldevelopments to excel in our service to thecommunity.

The following section considers the seven areas inmore detail, to support leaders in developing policyand individuals to understand where their personalobjectives are derived.

The outcomes relating to each of these seven areasare set out on pages 13 and 14.

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Organisational Design Structure – how the roles areorganised and where work isundertaken

We will ensure our structure delivers a modern,effective service; ensuring value for money andreflecting the needs of our community, with a clearfocus on the future.

Our Service will be effectively led and managed, aswe strive for excellence and seek opportunitiesthrough collaboration with partners and ourcommunity. We will provide an effectivemanagement structure to ensure our people,finances, assets, resources, estates and facilities areefficiently and effectively employed, to supportcontinuous improvement for our service to thepublic, in a professional, sustainable and legislativelycompliant manner.

Strategy – our direction of travel

We are committed to setting a strategy that enablesus to create the safest community and ensures wedeliver our statutory responsibilities to improveoutcomes for the community we serve.

We will ensure that we all demonstrate goodgovernance and high standards of conduct andbehaviour, whilst taking informed and transparentdecisions. By engaging with our community we willensure robust public accountability, as we respondto their changing needs. Partnerships andcollaboration remain central to our future strategy,as we explore and deliver services that make bestuse of resources and drive continuousimprovement. This is in line with our StrategicCommunity Safety Plan, which is informed by ourCommunity Risk Profile, enabling us to balance riskand resources through our Integrated RiskManagement Plan and Medium Term FinancialStrategy.

By effectively setting out our strategy anddesigning our organisational structure, wecan ensure the best use of our people andour resources. This section of the strategy isoutlined in three key areas:

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Systems – our controls and systems

Our policies, controls and associated procedures willsupport our statutory responsibilities and will bedesigned to provide appropriate information andintelligence to support our staff in undertaking theirroles.

Appropriate technology will be employed tosupport our infrastructure and resource allocation.Timely access to accurate data will support ourdecision making in pursuit of our strategicobjectives. We will obtain, collate, cleanse, validate,analyse, store, manage and dispose of data andinformation effectively and in line with legalrequirements, working in partnership to shareinformation that will enhance the safety of ourcommunity. We will ensure that our performancemanagement systems, for individual andorganisational performance, are designed toencourage leadership, innovation and improvementat all levels within our Service and for thecommunity we serve.

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Shared vision and values – creatingour culture

Our vision and core values are at the very centre ofwhat we do.

By striving for continuous improvement in our workand embracing equality, diversity and inclusionthrough our personal conduct and standards, wewill continue to make a meaningful difference inour Service and in our community. Effectiveengagement and communication will continue tobuild high levels of trust and understanding as wesupport each other to ensure personal andorganisational resilience during periods of challengeand change.

Staff – valuing our contribution tothe organisation

As a team we will all strive for a service that isinnovative, transparent and inclusive, where we allembrace change through effective and strongleadership, forging positive working relationshipswith each other and our community.

By ensuring that we lead and behave in keepingwith our culture and core values, we will continueto make Tyne and Wear Fire and Rescue Service agreat place to work. Our Leadership Bond and itskey elements of Care, Aware and Empower, willguide us all in delivering the service that we wantwith people who are highly skilled and embrace andreflect the diversity within our communities.


Our culture and values encourage us all totake responsibility and be accountable.The four areas of this section support ourpersonal leadership in considering how wework together within the Service andcollaborate with our partners, to improve ourworking environment and outcomes for thecommunity we serve.

Style – understanding our behavioursand style

We strive to be positive and collaborative leaders, ateach and every level, who drive change and seekcontinuous improvement through tenacity andcommitment, reflecting the behaviours set out in ourLeadership Bond.

Our well established culture and proactiveleadership will enable us to represent our Service,teams and ourselves, as we take ownership andpersonal responsibility in a genuine and consistentway, supporting people to maximise their potential.Equality, diversity and inclusion will continue to befurther embedded at the heart of our Service as weseek to challenge and eliminate bullying andharassment and strive for excellence.

Skills – planning for future skillrequirements

We will ensure that we can all respond efficientlyand effectively to the requirements of our roles andthat through this we can meet the needs of thecommunity we serve.

To do this we will all be supported to access theknowledge, skills and qualifications required toensure that we are both competent and safe in ourjobs, as well as being provided with opportunities toundertake continuous professional development toevolve our skills, in line with organisationalrequirements.

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This strategy sets out the overarching relationship ofthe organisational design together with its peopleand performance. It provides the direction forpersonal objectives to ensure that they support thedevelopment of the overall service.

By each and every one of us taking responsibility forour own performance, embracing the behaviours ofour Leadership Bond, and applying our intelligenceled approach; we will evolve what we do to ensurewe continually improve and innovate for the benefitof the Service and the community we serve.

This Organisational Development Strategy willsupport senior leaders to develop concise andcross cutting policies, guidance and action plans,managed through key performance indicators,to underpin the strategic planning framework.This, together with supporting staff through thedevelopment of effective personal developmentplans, will further enhance our culture of highperformance, ensuring all staff are empowered tocontinuously improve their performance, to realiseour strategy.

Ensuring ContinuousImprovement

In order to track the progress of ourOrganisational Development, senior leaderswill work with their teams to agreeperformance targets that continue to drivethe achievement of this strategy andmeasure and evaluate our success. To ensurethat the functional and departmentalpriorities accurately reflect the strategicobjectives of the service, outcomes for eachof the seven areas are outlined at the end ofthis document.

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Outcomes Outcome 2 – structure

Our organisational structure and individual roles areeffectively and efficiently designed and led, toencourage empowerment, equality, collaboration,inclusion and continuous improvement. Successionplans ensure we have the appropriate structure,skills and capability to face the future.

Personal responsibility, accountability and leadershipensures we maximise our assets and infrastructureincluding, estates, facilities, technology, fleet andequipment. Effective use of resources provides valuefor money, in a professional, sustainable andlegislatively compliant manner, to effectively deliverour services to our community.

Outcome 3 – systems

Our controls, policies, processes and proceduresreflect good ethical and legislative practice andfacilitate joint working and positive collaborationwith each other and partners to support the deliveryof services to our community.

Our information systems are legislatively compliantand provide us with appropriate data andinformation, which supports intelligence-leddecision making ensuring the best use of resources.Systems and processes, including those supportinginnovation, performance management, informationsharing, finance and procurement, ensure theeffective use of our physical, human and intellectualresources, that help us continually improve.

Outcome 1 – strategy

The Strategic Community Safety Plan sets out ourcommitment to our communities and isunderpinned by our Organisational DevelopmentStrategy, Medium Term Financial Strategy andCommunity Safety Strategy. These strategiessupport our approach to personal andorganisational performance, as well as value formoney and good governance principles. Ourdepartmental policies, procedures and annualaction plans provide the appropriate framework andguidance to support our staff in delivering ourcommitments to the community of Tyne and Wear.

Our Strategic Planning Framework is concise, clearand focused; setting out clear strategic directionfrom our Elected Members and strategic leaders. Itenables staff to carry out their roles in a meaningfulway, clearly linking their work and performanceobjectives set out in their personal developmentplans to outcomes and objectives from ourorganisational strategies, including:

• Strategic Community Safety Plan• Organisational Development Strategy• Medium Term Financial Strategy• Community Safety Strategy

Departmental policy and action plans provide clearguidance to support individuals and teams.

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Outcome 4 – staff

Healthy, proud and engaged staff, from a range ofbackgrounds, are empowered to innovate, whilstfostering an environment of mutual trust. Workingtogether, staff feel valued for who they are, theircontribution to the Service and the safety of ourcommunity. Our environment inspires us all to bethe best we can be, leading by example and drivingcontinuous improvement.

Staff are attracted, retained, supported anddeveloped through their lifecycle with the Service,maximising their potential for personal,organisational and community benefit. Whenmoving on from their role or the Service, they do sowith dignity and recognition for their effectivecontributions.

Outcome 5 – shared vision andvalues

Our shared vision of ‘creating the safest community’is actively led by Elected Members, staff andvolunteers. It embraces what we value, whichencompasses:

• our service to the community• our employees• improvement at all levels of the Service• diversity in the Service and the community

These values, lived through us all, are evident ineverything we do, promoting an ethical andinclusive culture.

Outcome 6 – style

Our shared vision is actively led by ElectedMembers, staff and volunteers, embracing what wevalue. Our leadership style is flexible, helping tocreate the right conditions that support thedevelopment of our people, driving performance inan ethical and inclusive way. Our Leadership Bonddescribes how we do this. Consistentlydemonstrating these behaviours helps to create theculture we value. They also help us to embrace anddrive change in an emotionally intelligent way,ensuring we continue to improve and deliver highquality and effective services to our community.

Outcome 7 – skills

Our staff acquire, maintain and continuouslydevelop effective leadership, management andinterpersonal skills. Staff are responsible for theirown personal development and supporting thedevelopment of others, which enables them tobuild effective and productive working relationshipsthat ensure we all excel in our roles.

Staff acquire, maintain and continuously developthe appropriate technical and professional skills andknowledge specific to their role. This includesguidance, standards and professional skills andqualifications for both operational and commandroles, and also for specific professions includingFinance, HR, Procurement, Facilities and Health &Safety. A range of awarding and professional bodiesprovide guidance and assurance for existing rolesand future development.

Values Based Leadership Behaviours

Leadership Bond

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We all have a personal leadership responsibility. Inexercising this responsibility, we must all care aboutwhat we do and why we do it and generate a senseof team cohesion and direction in support of ourvision and purpose. We must pay attention to howwe carry out our roles and responsibilities and learnfrom each other to understand the impact of ourdecisions on our people, community and ourpartners.

Conclusion

We all want our Service to be the very best itcan be. To do this we need to work togetherand set out our strategy to structure ourlimited resources, alongside our talent andcapabilities, to improve our organisationaleffectiveness. Supported by the Service, wewill take personal responsibility for gainingthe skills and knowledge we all need toexcel in our roles; solving problems andtaking a positive and active role in shapingour Service for the future.

By working together and striving to be the very bestthat we can be, we can ensure that Tyne and WearFire and Rescue Service remains one of the leadingUK public bodies, protecting and enhancing thecommunity we serve.

Inclu

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Div

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Culture

Valu

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Equality

LeadershipBond

Perf

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Performance

Perf

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Pe

rform

ance Performance

Departmental Policy, Procedures an

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Dep

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, Procedures and Action Plans

Stra

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Structure

Systems

Staf

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Shared Values

Sty

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Organisational Design


OrganisationalDevelopment Model

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Organisational Development Strategy 2017-2020

Documents

Transcript of Organisational Development Strategy 2017-2020