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Team Development
- 1. Developing our service plan
- 2. 1. How can we prioritise in a way where we have the greatest impact? • To celebrate the uniqueness each of us brings to the team and our experience of supporting the organisation • To prioritise what type of work we should focus on, support others to do or get others to do themselves • To develop ideas of tools & activities that can help us better prioritise as a result
- 3. 2. How can we better embody Newham’s values? • How could we help promote the overall happiness & wellbeing of our residents? • How could we contribute to ensure that our communities & residents benefit from change? • How could we contribute to making Newham a better place for children & young people? • How could we contribute to tackle racism, inequality & disproportionality? • How could we embed co-production, collaboration & openness in everything we do?
- 4. 3. What is our value proposition? 1. We support the senior leadership to anticipate future challenges and develop strategic policy opportunities 2. We help people develop their skills in policy, research & funding in ways that embody Newham’s values 3. We amplify the impact of Newham’s services & partners through attracting funding, building partnerships and public affairs
- 5. 1. We support the leadership to anticipate future challenges & develop strategic opportunities Anticipate strategic challenges for the borough to help CMT, Cabinet & strategic partners respond to changing scenarios Work with the Mayor/Cabinet and CMT to develop a forward plan of work Provide dedicated policy, research, public affairs & funding support to strategies prioritised by the Mayor/Cabinet and CMT
- 6. 2. We help people improve their skills in developing strategies in ways that embody Newham’s values Develop tools, training & networks that improve the ability of services & partners to do policy, research & funding themselves Develop research prioritised by CMT to help services & partners understand the lives of our communities and impact on inequalities Lead the design & testing of the participation framework to enable services & partners to improve how they involve communities
- 7. 3. We amplify the impact of Newham’s services & partners across the borough and beyond Develop coalitions that enable Newham to amplify the impact of its activities and play a leading role to influence policy change Mobilise anchor institutions to use their levers to deliver the borough’s strategic priorities Improve how we can increase external funding and place-based giving and improve coordination with other local funders
- 8. We want to focus our skills where we’re best placed lead or support • We support the senior leadership to anticipate & respond to strategic challenges • We develop tools & training to help services & partners to do policy, research, partnerships, funding themselves • We create platforms for Newham to position itself on its strengths to attract investment & build coalitions for change • We provide dedicated support on Newham’s biggest priorities where we can join up activity to have the greatest impact Self service Capability building Dedicated support
- 9. As a new team, we want to develop our offer with the organisation 1. Discover what strategy skills services are most in need of, prioritise dedicated support we provide and develop strategic approaches 2. Test ways of helping services develop their strategy skills, through strategies we can test improved approaches and org-wide capability 3. Adjust to what we’re learning & testing, embed collaboration with teams & partners and use networks to amplify the impact
- 10. How can we best work with other PPC services to support the organisation to… Develop its capability to work in a strategic way? Ensure it tackles inequality in everything it does? Use the evidence to adapt & respond to changing needs? Involves communities & partners in everything it does? Deliver the change required from its strategies? Position Newham’s strengths to amplify its impact? Communities Services & Partners PPP
- 11. We work in an open, experimental and evidence based way
- 12. 4. What models can we learn from? Coalition Brings organisations together to campaign on a key issue Provides the tools to grow the coalition & build the case Example: Child Poverty Action Group Think tank Develops new policy proposals Develops the evidence base for policies Examples: NEF, JRF, Young Foundation Consultancy Provides advice on a particular capability Develops frameworks & methodologies to support improvement Examples: PwC, KPMG, Dark Matter Labs Agency Provides specialist support to design & test policy Supports staff to develop their capability in that specialism Examples: Innovation Unit, Future Gov, Snook Policy Lab Focuses on specific policy/research projects that help work differently Provides tools & skills development to help services to develop policy & research Examples: UK Policy Lab, Public Collaboration Lab
- 13. What models can we learn from? (cont.) Incubator Develops physical & digital platforms to help people deliver ideas Provides infrastructure to pool investment/people Examples: Participatory City, Camden Giving, Public Collaboration Lab Platform Provides the platforms to help people develop & fund ideas on specific challenges Uses a specific process to turn ideas into projects Examples: NESTA Challenges, Challenge LDN, Spacehive Network Brings people & organisations together around a specific issue, place or capability Helps the collective develop its maturity in that area Examples: Leeds Anchor Network, States for Change London Policy & Strategy Network Citizen Spaces Brings citizens together to develop or run activities Provides infrastructure – investment/physical space/skills Examples: Community Assemblies, Office of Civic Imagination, Coops
- 14. How can we translate the value proposition into how we support on… Equalities Funding Policy Public Affairs Research Strategic Partnerships Self service Capability building Dedicated support
- 15. 4. Resource our activity
- 16. 5. Transform & change • What opportunities could there be to integrate or co-locate with other services or partners? • To what extent can our service be delivered either remotely, from HQ or from neighbourhoods? • What does our service need in order to sustainably work remotely?
- 17. 6. Embed our culture • What actions will we take to embed Newham’s values into the way we work? Honesty: - We act with integrity - We communicate openly and transparently - We take responsibility if things go wrong Equality: - We treat people fairly and consistently - We include everyone in our diverse community - We stand up to injustice and discrimination Ambition: - We work hard to make Newham better for everyone - We think creatively and fid new solutions - We are committed to learning and improving Respect: - We treat people with courtesy and compassion - We welcome other people’s ideas and perspectives - We consider how our behaviour impacts on others Trust: We are one Council, one team We collaborate and coproduce to achieve results We trust, appreciate and constructively challenge each other
- 18. 7. Develop an action plan
Editor's Notes
- Newham’s Service Planning process is being re-established for 2021/2022 following a significant and challenging year for the organisation, its residents, communities, businesses and partners. It sits as a key part of the organisation’s strategic and operational planning cycle. Service plans represent an opportunity for leaders within services to pause and reflect on the core purpose of their services, the major outcomes they are seeking to change and influence and to bring clarity to aspirations and delivery plans, as well as bring their staff, partners, providers and residents into the process of thinking ahead. Additionally, service plans also represent an opportunity to proactively identify and mitigate key risks that services will need to face and tackle over the coming period. Golden thread – reference materials Strategy and Vision Towards a Better Newham: https://www.newham.gov.uk/council/community-wealth-building/2 Our Strategic Framework: https://www.newham.gov.uk/downloads/file/2542/appendix-2-newham-strategic-framework How we will deliver and measure success Our Corporate Delivery Plan: https://www.newham.gov.uk/downloads/file/2543/appendix-3-corporate-delivery-plan Our Outcomes Framework: https://mgov.newham.gov.uk/documents/s144094/Appendix%201%20-%20Newham%20Outcomes%20Framework.pdf Our Medium-Term Financial Strategy: https://mgov.newham.gov.uk/documents/s143898/210219%20Budget%20report%202021-22%20-%202023%20FINAL.pdf Service plans Our service planning approach (this document) How we will manage and deliver with our teams and staff Our Performance and Development Scheme: https://onesourceict.sharepoint.com/sites/LODTeam/SitePages/Performance-Development-Scheme.aspx?CT=1616686787362&OR=OWA-NT&CID=f78f52f0-cffc-66f7-fc39-663069684381 Being a Newham Manager: To be launched in Q2 2021 Our Newham Managers portal: https://onesourceict.sharepoint.com/sites/Intranet/Pages/Managers'-Portal.aspx Internal Controls Commission report: https://mgov.newham.gov.uk/documents/s137807/INTERNAL%20CONTROL%20COMMISSION.pdf Internal Controls Commission action plan: https://mgov.newham.gov.uk/documents/s137799/200707%20ICC%20cabinet%20report%20appendices%20final.pdf
- Newham’s Service Planning process is being re-established for 2021/2022 following a significant and challenging year for the organisation, its residents, communities, businesses and partners. It sits as a key part of the organisation’s strategic and operational planning cycle. Service plans represent an opportunity for leaders within services to pause and reflect on the core purpose of their services, the major outcomes they are seeking to change and influence and to bring clarity to aspirations and delivery plans, as well as bring their staff, partners, providers and residents into the process of thinking ahead. Additionally, service plans also represent an opportunity to proactively identify and mitigate key risks that services will need to face and tackle over the coming period. Golden thread – reference materials Strategy and Vision Towards a Better Newham: https://www.newham.gov.uk/council/community-wealth-building/2 Our Strategic Framework: https://www.newham.gov.uk/downloads/file/2542/appendix-2-newham-strategic-framework How we will deliver and measure success Our Corporate Delivery Plan: https://www.newham.gov.uk/downloads/file/2543/appendix-3-corporate-delivery-plan Our Outcomes Framework: https://mgov.newham.gov.uk/documents/s144094/Appendix%201%20-%20Newham%20Outcomes%20Framework.pdf Our Medium-Term Financial Strategy: https://mgov.newham.gov.uk/documents/s143898/210219%20Budget%20report%202021-22%20-%202023%20FINAL.pdf Service plans Our service planning approach (this document) How we will manage and deliver with our teams and staff Our Performance and Development Scheme: https://onesourceict.sharepoint.com/sites/LODTeam/SitePages/Performance-Development-Scheme.aspx?CT=1616686787362&OR=OWA-NT&CID=f78f52f0-cffc-66f7-fc39-663069684381 Being a Newham Manager: To be launched in Q2 2021 Our Newham Managers portal: https://onesourceict.sharepoint.com/sites/Intranet/Pages/Managers'-Portal.aspx Internal Controls Commission report: https://mgov.newham.gov.uk/documents/s137807/INTERNAL%20CONTROL%20COMMISSION.pdf Internal Controls Commission action plan: https://mgov.newham.gov.uk/documents/s137799/200707%20ICC%20cabinet%20report%20appendices%20final.pdf
- The Council has signed up to the Newham Strategic Framework [insert link], which sets out our core five strategic principles, and our strategy for recovery and reorientation. This section of the service plan encourages you to think about how your service can contribute and align with these key parts of our vision and mission. Strategic Principle How could your service support the delivery of this principle Principle 1: Creating a Healthy, Happy and Well Newham. Prompts: Think about how your service could play a role in promoting the overall happiness and wellbeing of our residents. A wide range of themes and activities are set out in our 50 steps to Healthier Newham Strategy [insert link] Principle 2: Community Wealth Building Prompts: Think about how your service could play a key role in delivering the principles and ambitions set out in our Community Wealth Building Strategy [insert link] with an overarching goal of ensuring that our communities and residents are key beneficiaries of the change occurring in Newham. In addition, consider how your service can support our overarching response to the climate emergency in Newham? Principle 3: Making Newham the Best Place for Children and Young People to Thrive Prompts: We have an aspiration to ensure that Newham becomes the best place for children and young people to grow-up. Think about opportunities for your service to contribute through the following lenses: How can your service promote better long-term outcomes for CYP in terms of safeguarding, attainment, opportunity, health, wellbeing and long-term success? Think about how we support children and young people, and families, as well as how we can make Newham a better place for children and young people? How could your service actively participate in our role as Corporate Parent for children in Newham? How could your service actively participate in the Year of the Young Person (2021) in Newham – and promote opportunity more broadly for our young people? Principle 4: Tackling Racism, Inequality and Disproportionality (TRID) Prompts: Think about how your service can support the four main aspirations of our TRID programme [insert web-page link] which are: Newham as an employer – referring to our aspirations to transform our employment practice to promote equality of opportunity for all staff Newham as a beacon of social change – by working with our communities to tackle the wider determinants of racism and inequality in Newham Newham as the best place for children and young people to grow-up – by working to promote opportunity for all children and young people in Newham Newham as a deliverer and commissioner of public services – by thinking about how our approach to service delivery either promotes or works against tackling racism, inequality and disproportionality Principle 5: Putting People at the Heart of Everything We do Prompts: Think about how your service can deliver the Council’s ethos of putting people at the heart of everything we do. For specific areas of focus, refer to the Council’s Democracy and Civic Participation Strategy, and think about: How you can embed co-production, collaboration and service user insight in how you approach the delivery of your service Ensure that our services are delivered transparently, and with a view to constantly being accountable to our residents Golden thread – reference materials Strategy and Vision Towards a Better Newham: https://www.newham.gov.uk/council/community-wealth-building/2 Our Strategic Framework: https://www.newham.gov.uk/downloads/file/2542/appendix-2-newham-strategic-framework How we will deliver and measure success Our Corporate Delivery Plan: https://www.newham.gov.uk/downloads/file/2543/appendix-3-corporate-delivery-plan Our Outcomes Framework: https://mgov.newham.gov.uk/documents/s144094/Appendix%201%20-%20Newham%20Outcomes%20Framework.pdf Our Medium-Term Financial Strategy: https://mgov.newham.gov.uk/documents/s143898/210219%20Budget%20report%202021-22%20-%202023%20FINAL.pdf Service plans Our service planning approach (this document) How we will manage and deliver with our teams and staff Our Performance and Development Scheme: https://onesourceict.sharepoint.com/sites/LODTeam/SitePages/Performance-Development-Scheme.aspx?CT=1616686787362&OR=OWA-NT&CID=f78f52f0-cffc-66f7-fc39-663069684381 Being a Newham Manager: To be launched in Q2 2021 Our Newham Managers portal: https://onesourceict.sharepoint.com/sites/Intranet/Pages/Managers'-Portal.aspx Internal Controls Commission report: https://mgov.newham.gov.uk/documents/s137807/INTERNAL%20CONTROL%20COMMISSION.pdf Internal Controls Commission action plan: https://mgov.newham.gov.uk/documents/s137799/200707%20ICC%20cabinet%20report%20appendices%20final.pdf
- This section is an opportunity to analyse and set out your service vision, model and objectives for the coming year, and to set out clearly and concisely what your service is responsible for delivering. What will the main elements of your service offer be for the period of 2021/2022? What are the major service offers that your service will be responsible for in relation to a) Residents, b) Communities, c) Businesses, d) Internal staff, e) Partners What are the main statutory duties that your service is responsible for discharging?
- This section is an opportunity to analyse and set out your service vision, model and objectives for the coming year, and to set out clearly and concisely what your service is responsible for delivering. What will the main elements of your service offer be for the period of 2021/2022? What are the major service offers that your service will be responsible for in relation to a) Residents, b) Communities, c) Businesses, d) Internal staff, e) Partners What are the main statutory duties that your service is responsible for discharging?
- This section is an opportunity to analyse and set out your service vision, model and objectives for the coming year, and to set out clearly and concisely what your service is responsible for delivering. What will the main elements of your service offer be for the period of 2021/2022? What are the major service offers that your service will be responsible for in relation to a) Residents, b) Communities, c) Businesses, d) Internal staff, e) Partners What are the main statutory duties that your service is responsible for discharging?
- This section is an opportunity to analyse and set out your service vision, model and objectives for the coming year, and to set out clearly and concisely what your service is responsible for delivering. What will the main elements of your service offer be for the period of 2021/2022? What are the major service offers that your service will be responsible for in relation to a) Residents, b) Communities, c) Businesses, d) Internal staff, e) Partners What are the main statutory duties that your service is responsible for discharging?
- This section is an opportunity to analyse and set out your service vision, model and objectives for the coming year, and to set out clearly and concisely what your service is responsible for delivering. What will the main elements of your service offer be for the period of 2021/2022? What are the major service offers that your service will be responsible for in relation to a) Residents, b) Communities, c) Businesses, d) Internal staff, e) Partners What are the main statutory duties that your service is responsible for discharging?
- This section is an opportunity to analyse and set out your service vision, model and objectives for the coming year, and to set out clearly and concisely what your service is responsible for delivering. What will the main elements of your service offer be for the period of 2021/2022? What are the major service offers that your service will be responsible for in relation to a) Residents, b) Communities, c) Businesses, d) Internal staff, e) Partners What are the main statutory duties that your service is responsible for discharging?
- This section is an opportunity to analyse and set out your service vision, model and objectives for the coming year, and to set out clearly and concisely what your service is responsible for delivering. What will the main elements of your service offer be for the period of 2021/2022? What are the major service offers that your service will be responsible for in relation to a) Residents, b) Communities, c) Businesses, d) Internal staff, e) Partners What are the main statutory duties that your service is responsible for discharging?
- Regional policy (i.e. London Councils, GLA Intelligence Unit, Local London Policy (i.e. Policy Lab Funding Collaboration Lab Incubator (Participatory City, Place-based Giving) Partnership (i.e. Oldham Partnership, GMCA) Foundation (i.e. National Lottery Fund, NESTA) Platform (i.e. Newham Co-Create, Barcelona Decidim) Network (i.e. Leeds Anchor Network) Citizen (Citizens Assemblies, Office of Civic Imagination
- Delivering within available resources: Newham faces substantial cost-pressures over the coming period, and has agreed an ambitious Medium-Term Financial Strategy in order to help set the organisation on a solid financial footing for the future. We are asking that service plans set out plans for a) tackling core budget pressures), and b) managing delivery of the MTFS, and c) procurement plans for the future
- Future Newham and Transformation and Change: Newham as an organisation faces a year of significant organisational change, with a significant financial challenge to address, and ambitious plans to transform and improve the ways in which our services are delivered. An important element of this years’ service planning template gives services the opportunity to set out detailed delivery plans, and the associated service delivery implications for savings and transformational programmes and projects.
- Embedding our culture: Finally, we also are keen to ensure that our service plans set out how services will further our organisational aspirations for changing and embedding the expected new organisational culture. Particularly this section of our service planning framework encourages services to clearly articulate how they will continue to embed our HEART values through everything that they do.
- Distilling service priorities, and the service action plan for 2021-2022: In light of all of the above, the service plan concludes with a distillation of the service plan priorities for each service, and the population of the service action plan, which will be drawn from the various sections of the service planning template.