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Researching a Company Culture
Assessment Approach
We worked with an organisation to make an assessment of culture. Using confidential 1:1 interviews, one third of employees were asked questions to elicit information on the culture of the organisation.
The objective of the exercise was two-fold:
We began by asking senior management to draw up a list of interviewees. It was key that this list comprised a span of employees from all levels and across all departments in the organisation. Before any interviews took place, prospective interviewees were informed of the approach and questions which they would be asked; at this stage, they were free to decline from participation.
Interviews were conducted on a 1:1 basis lasting 30-45 minutes, by an experienced business psychologist. Interviews were digitally recorded, and notes were taken by the interviewer. Interviewees were advised and consent requested regarding how their comments would be collected, and in line with GDPR. Interviewees were also reminded of the approach and asked if they recalled the pre-interview information. Questions covered employees’ perceptions of what was managed, rewarded, and ignored.
Finally, the data was analysed for themes, and outliers noted. Analysis of the trends of data by area of the organisation and level of the interviewee was included.
The outcomes for the organisation included:
The objective of the exercise was two-fold:
- To provide information to the Executive on the current experience of culture in the organisation.
- To ascertain the viability of the questions posed in being an effective and efficient approach to assessing culture.
We began by asking senior management to draw up a list of interviewees. It was key that this list comprised a span of employees from all levels and across all departments in the organisation. Before any interviews took place, prospective interviewees were informed of the approach and questions which they would be asked; at this stage, they were free to decline from participation.
Interviews were conducted on a 1:1 basis lasting 30-45 minutes, by an experienced business psychologist. Interviews were digitally recorded, and notes were taken by the interviewer. Interviewees were advised and consent requested regarding how their comments would be collected, and in line with GDPR. Interviewees were also reminded of the approach and asked if they recalled the pre-interview information. Questions covered employees’ perceptions of what was managed, rewarded, and ignored.
Finally, the data was analysed for themes, and outliers noted. Analysis of the trends of data by area of the organisation and level of the interviewee was included.
The outcomes for the organisation included:
- Senior leaders gained a valuable insight into the views of employees cost effectively.
- Reconsideration of management competencies across the organisation was put into place.
- A quick response to feedback that was straightforward to implement, and taking time to consider the best approach to longer-term aspects of the feedback.
- Sharing with those who took part key findings where appropriate.
- Sharing key findings with Senior Leadership Team as part a bespoke leaderships development programme designed to enhance leadership skills and develop best cultural norms for the organisation.
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Shaping Up For Modernisation &
Personalisation in Social Care
A large local authority commissioned a two- stage organisational development programme to underpin an extensive process of change resulting from the modernisation of services to younger, disabled adults, and in preparation for personalisation and self-directed support. The overall aim was to develop a new leadership team and raise the standard of social work assessment practice, decision making and recording in order to maximise both people and financial resources within the service.
Co-designed and co-delivered with the customer, the programme assisted the authority to:
The customer valued our sound knowledge base in relation to the social work agenda and said “it helped to make challenging objectives so much easier. It was a full engagement in true partnership working”
“We would like to thank you for the delivery of an excellent programme. It was by no means an easy brief, with all the challenges of timing given our imminent restructure of service. It has posed many challenges to both social work staff and managers. In terms of feedback it has been perceived by staff as extremely beneficial and enabled reflection of practice assumptions. It has also had a positive impact in respect of facilitating feelings of staff and will play its part in service building. Many thanks to you for the professional skill you contributed.” Operations Manager – PD Services Redesign
Co-designed and co-delivered with the customer, the programme assisted the authority to:
- Build management and leadership capacity to support the new model
- Co-create a new culture and agreeing 'party lines'
- Engage and involve staff and managers and develop team cohesiveness
- Define new relationships and new ways of working in ambiguity
- Invest in team development and alignment
- Re-establish the baseline social work values and skills
- Improve assessment competency in social work teams
The customer valued our sound knowledge base in relation to the social work agenda and said “it helped to make challenging objectives so much easier. It was a full engagement in true partnership working”
“We would like to thank you for the delivery of an excellent programme. It was by no means an easy brief, with all the challenges of timing given our imminent restructure of service. It has posed many challenges to both social work staff and managers. In terms of feedback it has been perceived by staff as extremely beneficial and enabled reflection of practice assumptions. It has also had a positive impact in respect of facilitating feelings of staff and will play its part in service building. Many thanks to you for the professional skill you contributed.” Operations Manager – PD Services Redesign
“We would like to thank you for the delivery of an excellent programme. It was by no means an easy brief, with all the challenges of timing given our imminent restructure of service. It has posed many challenges to both social work staff and managers. In terms of feedback it has been perceived by staff as extremely beneficial and enabled reflection of practice assumptions. It has also had a positive impact in respect of facilitating feelings of staff and will play its part in service building. Many thanks to you for the professional skill you contributed.” Operations Manager – PD Services Redesign
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Governance Assessment Process
Our consultant facilitated the Governance Assessment Process (GAP) diagnostic exercise which produced an assessment of the governance framework against all legal, regulatory and best practice requirements. The GAP incorporated a preliminary audit of content which includedboard member profiles of skills and experience, governing documents and terms and references. We then undertook a content review focused on the suitability and applicability of key documents, and considered the appropriateness of governance structures taking into account the size of the organisation, strategic plans, the operating environment and stakeholder analysis. Key documents were checked against requirements of the NHF Code and the organisation’s own rules and codes of practice.
Policies, procedures and documentation highlighted during the exercise (including terms of reference and role profiles) identified strengths, weaknesses and areas for improvement. Using a structured discussion format, we then met with the Chair, Chief Executive and other key Board members to get their views on gaps and emerging issues from the desktop audit and key issues impacting on effectiveness.
The GAP focused on:
1. The UK Corporate Governance Code 4
2. National Housing Federation Excellence in Governance
3. Good Governance: A Code for the Voluntary and Community Sector
4. National Operating Standards – Trustee and Management Committee
5. The Good Governance Standard for Public Services
6. The Healthy NHS Board – Principles for Good Governance
The tool is able to produce a set of statistics which can help to identify how well an organisation is performing against current best practice, benchmarked against housing organisations and others in the third sector. The resultant development plan provided a realistic and prioritised action plan.
The GAP provided a comprehensive governance action plan and the client achieved a clear level one in the assessment, working toward achieving a level two.
We then undertook an individual skills assessment. The client had developed a competence framework covering six key areas to aid recruitment, and they wished to finalise and use this as the basis of the skills assessment for existing board members. The board decided to take a competence based approach to populating their committees using the outcomes of this exercise.
We held hour long structured conversations with each board member to facilitate them completing the competence assessment. A facilitated approach creates a “level playing field”; it provides support and a degree of challenge to self-assessment and surfaces any personal assumptions, enabling board members to focus on providing behavioural examples or other evidence. The data would be composited to provide a board profile and short report.
The outcome was a clear picture of Board Members competence and confidence and any areas requiring development.
We were subsequently commissioned to undertake board appraisal which comprised a pre-event questionnaire for board members, agreed by the board. We also undertook process observation of two board meetings and met with both the Chair and Chief Executive individually.
We distributed and collated board member self-assessment forms and produced an analysis which we were able to use to design the board effectiveness review session which included individual feedback to board members. There was also an additional session with officers and the executive.
At the board event, the event was structured to enable interviews to be taking place simultaneously in order to make best use of board members time. Two consultants were used in order to deliver sessions as well as interviews over a board away weekend.
14 months on from its initial assessment the board continues to grow from strength to strength and has carried out continuous monitoring of its governance development plan working towards achieving the targets which were agreed. The organisation has comprehensively achieved the targets set out in the previous plan and is currently operating at level three across all areas. When an organisation is operating at level three this means it has been able to demonstrate that it is operating at the highest standards of governance best practice. Organisations at this level are governing well, working above statutory requirements and the governance tools and resources are an integral part of the planning processes of the organisation.
Internal audit confirms that the GAP process has met all the requirements of the NHF Code.
Policies, procedures and documentation highlighted during the exercise (including terms of reference and role profiles) identified strengths, weaknesses and areas for improvement. Using a structured discussion format, we then met with the Chair, Chief Executive and other key Board members to get their views on gaps and emerging issues from the desktop audit and key issues impacting on effectiveness.
The GAP focused on:
- The board’s resources (has the Board the structures, processes and tools to organise itself effectively to discharge its functions?)
- Competency of the board individually and collectively (does the Board have the right range of skills and experiences to set the strategic direction and uphold the values and objectives?)
- Execution of board tasks and how the board performs (how the Board discharges its functions through the successful execution of its activities).
1. The UK Corporate Governance Code 4
2. National Housing Federation Excellence in Governance
3. Good Governance: A Code for the Voluntary and Community Sector
4. National Operating Standards – Trustee and Management Committee
5. The Good Governance Standard for Public Services
6. The Healthy NHS Board – Principles for Good Governance
The tool is able to produce a set of statistics which can help to identify how well an organisation is performing against current best practice, benchmarked against housing organisations and others in the third sector. The resultant development plan provided a realistic and prioritised action plan.
The GAP provided a comprehensive governance action plan and the client achieved a clear level one in the assessment, working toward achieving a level two.
We then undertook an individual skills assessment. The client had developed a competence framework covering six key areas to aid recruitment, and they wished to finalise and use this as the basis of the skills assessment for existing board members. The board decided to take a competence based approach to populating their committees using the outcomes of this exercise.
We held hour long structured conversations with each board member to facilitate them completing the competence assessment. A facilitated approach creates a “level playing field”; it provides support and a degree of challenge to self-assessment and surfaces any personal assumptions, enabling board members to focus on providing behavioural examples or other evidence. The data would be composited to provide a board profile and short report.
The outcome was a clear picture of Board Members competence and confidence and any areas requiring development.
We were subsequently commissioned to undertake board appraisal which comprised a pre-event questionnaire for board members, agreed by the board. We also undertook process observation of two board meetings and met with both the Chair and Chief Executive individually.
We distributed and collated board member self-assessment forms and produced an analysis which we were able to use to design the board effectiveness review session which included individual feedback to board members. There was also an additional session with officers and the executive.
At the board event, the event was structured to enable interviews to be taking place simultaneously in order to make best use of board members time. Two consultants were used in order to deliver sessions as well as interviews over a board away weekend.
14 months on from its initial assessment the board continues to grow from strength to strength and has carried out continuous monitoring of its governance development plan working towards achieving the targets which were agreed. The organisation has comprehensively achieved the targets set out in the previous plan and is currently operating at level three across all areas. When an organisation is operating at level three this means it has been able to demonstrate that it is operating at the highest standards of governance best practice. Organisations at this level are governing well, working above statutory requirements and the governance tools and resources are an integral part of the planning processes of the organisation.
Internal audit confirms that the GAP process has met all the requirements of the NHF Code.
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Board Appraisal, Board Review & Strategic Review
We worked with a small Housing Association which succeeds in attracting highly skilled Board Members. As such they required a Board appraisal process that was fit for purpose and appropriate to their resources. We were commissioned to undertake whole board appraisal / a collective review of its performance including
We were then commissioned to support 121 appraisal meetings. We were also asked to participate in these appraisal meetings, supporting the chair and documenting the proceedings, measuring performance and contribution and agreeing individual development plans.
An additional role was to give feedback to the Chair on his conduct of those discussions, coaching him as appropriate. We compiled and reviewed Board Member self-assessment questionnaires and attended the subsequent board away day where board effectiveness was reviewed.
It was important to produce a simple format for self-assessment that focused on setting the framework for a fruitful individual discussion. We recommended a collective exploration of the criteria for self-assessment with the board, as from experience this leads to a more meaningful outcome from the appraisal process. Additional criteria for appraising the Chair was also agreed as part of the Board workshop.
The client opted to test the self-assessment through independent observation and process observation by the consultant at a Board meeting which tested the analysis, and provided further data on how the Board worked together and the contribution of individuals to inform discussions between the Chair and Board members.
We then prepared an overview report of themes emerging from the appraisal discussions to feed into the Board effectiveness review discussions. This built on the collective board session from 2008, and included the consultant’s process observations from the work done so far. It took account of emerging regulatory requirements at the time that had implications for board effectiveness.
The board effectiveness review covered:
The next year, we coordinated an online 360 degree appraisal for the Chair involving Board Members, Chief Executive and SMT members which produced an individual development plan for the Chair. The final report also included recommendations for continuous improvement of the board appraisal process. The 360 appraisal was so successful the Chief Executive also decided to use the same approach in subsequent years and we have supported this process.
A similar approach to Board effectiveness review was adopted. We delivered a strategic review in the form of an intensive day workshop for both board and executive. Given that Board members have limited time, this approach worked well because it offered the opportunity to work and learn at the same time and produced real outcomes. It enabled the organisation to kick off their strategic planning process, engaging Board members at an early stage, and covered:
- How effectively the board performs the key governance tasks
- Learning from real examples
- Perspectives from SMT on board performance
- The contribution of individual board members and areas for development
- Board development and governance improvement planning.
We were then commissioned to support 121 appraisal meetings. We were also asked to participate in these appraisal meetings, supporting the chair and documenting the proceedings, measuring performance and contribution and agreeing individual development plans.
An additional role was to give feedback to the Chair on his conduct of those discussions, coaching him as appropriate. We compiled and reviewed Board Member self-assessment questionnaires and attended the subsequent board away day where board effectiveness was reviewed.
It was important to produce a simple format for self-assessment that focused on setting the framework for a fruitful individual discussion. We recommended a collective exploration of the criteria for self-assessment with the board, as from experience this leads to a more meaningful outcome from the appraisal process. Additional criteria for appraising the Chair was also agreed as part of the Board workshop.
The client opted to test the self-assessment through independent observation and process observation by the consultant at a Board meeting which tested the analysis, and provided further data on how the Board worked together and the contribution of individuals to inform discussions between the Chair and Board members.
We then prepared an overview report of themes emerging from the appraisal discussions to feed into the Board effectiveness review discussions. This built on the collective board session from 2008, and included the consultant’s process observations from the work done so far. It took account of emerging regulatory requirements at the time that had implications for board effectiveness.
The board effectiveness review covered:
- Assessment of collective performance
- Assessment of competence / skills requirements in the context of strategic objectives and recruitment and succession planning
- Evaluation of the effectiveness of team working, as a Board and with the senior staff team
- A review of how the board conducts its business, including structure or infrastructure review.
The next year, we coordinated an online 360 degree appraisal for the Chair involving Board Members, Chief Executive and SMT members which produced an individual development plan for the Chair. The final report also included recommendations for continuous improvement of the board appraisal process. The 360 appraisal was so successful the Chief Executive also decided to use the same approach in subsequent years and we have supported this process.
A similar approach to Board effectiveness review was adopted. We delivered a strategic review in the form of an intensive day workshop for both board and executive. Given that Board members have limited time, this approach worked well because it offered the opportunity to work and learn at the same time and produced real outcomes. It enabled the organisation to kick off their strategic planning process, engaging Board members at an early stage, and covered:
- Strategic analysis - internal and external review of key achievements and main issues and environmental appraisal using a simple framework that really works
- SWOT as a tool for competitive analysis – extending its analytical power and value
- Options appraisal and strategic choice.
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Delivering Reconfigured Services
Tiers of management have been removed, and numbers of managers significantly reduced. Increasing specialisation of roles is now reversed as responsibilities are brought together and re-packaged into fewer jobs. The scope of surviving managers’ roles is so wide that individual portfolios can become hard to manage. In some cases practitioners are acquiring management responsibilities without experience or education & training. Those job holders need broader skill sets, wider experience and confidence.
We find customers want short, sharp, focused interventions that minimise cost and time away from the workplace – and equip people to take forward improvements in practice without needing continuing consultancy support. One of our most successful interventions has been a “performance coaching” model.
The model is routed in:
Many of our clients have ‘embedded’ leadership and management development programmes we designed and delivered for them to sustain the leadership pipeline and build the capability needed for the future. For example we provided a strategic leadership programme for Housing Group during a phase of growth through acquisition; they have continued to provide this programme subsequently to grow management capability as they adapt to new and different circumstances.
We find customers want short, sharp, focused interventions that minimise cost and time away from the workplace – and equip people to take forward improvements in practice without needing continuing consultancy support. One of our most successful interventions has been a “performance coaching” model.
The model is routed in:
- A three way ‘contract’ between the individual manager, their line manager, and the coach
- Clarification of what must be achieved, as expressed by the senior manager
- Agreement as to how success would be measured.
Many of our clients have ‘embedded’ leadership and management development programmes we designed and delivered for them to sustain the leadership pipeline and build the capability needed for the future. For example we provided a strategic leadership programme for Housing Group during a phase of growth through acquisition; they have continued to provide this programme subsequently to grow management capability as they adapt to new and different circumstances.
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Review of Risk Management Strategies
In June 2020, Ash Field Academy commissioned Central Consultancy and Training to undertake a review of the risk management strategies in place regarding overnight stays within their education based residential provision on site. This followed an Ofsted inspection which, whilst highlighting many excellent structures and approaches in place, also flagged that there was now a greater expectation regarding written risk assessments in this area.
We worked collaboratively with nominated Ash Field Academy staff to review current policies and procedures and drafted a report outlining proportionate, best practice recommendations to build on the strong practice already in existence within the setting. The report emphasised the importance of student engagement and enabling young people to take ownership of aspects of the risk management plan e.g., with regards to acceptable phone use. It also highlighted the need for a clear and structured approach, that could be understood by staff, students and their families in relation to managing risk for overnight stays. We researched and shared guidance from other settings where formal procedures were used, and produced template risk assessments.
In November 2020, Ash Field Academy commissioned Central Consultancy and Training to provide further consultancy regarding application of the Mental Capacity Act 2005 and best practice regarding deprivation of liberty. A report was produced for the senior managers providing an overview of the legal framework for young people and decision making within education settings, and ‘deprivation of liberty’ for the residential setting within Ash Field Academy.
The lead consultant, Helen Bradnock, worked with senior staff to design a bespoke training course ‘Whose Decision is it Anyway? Applying the Mental Capacity Act 2005 in Ash Field Academy’ which was delivered in the spring, over 2 half-day sessions via MS Teams.
Key topics included:
Client Testimonial
We were so lucky to find Central Consultancy and to work with Helen!
We first approached Central Consultancy as we were looking for expertise with experience in social care that could lead to a holistic and child-centred approach to our risk assessment. We were keen to ensure that the benefits of some of the risks would be seen and considered, and were nervous that a very risk-adverse approach may be expected. We certainly didn’t need to be! Helen started from the principles of what our pupils wanted and how we could support them with this in a safe way. She fully recognised where the social care and education sector differed according to legislation and where there was a need to consider the wider picture. She worked in partnership with the leaders from our school to develop approaches that suited our setting rather than generic approaches for any residential setting and this has led to an outcome that has genuinely improved our approach, rather than ticking a box, and is also realistic and in line with our pupils’ views and wishes.
Through the project we began to recognise a need for us to understand more about the Mental Capacity Act and ensure our practice was following it more effectively. Having been so pleased with the first project, we requested that Helen support us with this too. We found the training to be incredibly valuable and it has helped us already to make changes to the way we make decisions for and with pupils. We now intend to create a wider priority plan around this area following the insight Helen has given us.
We will certainly use Central Consultancy again and I would highly recommend them.
Jenny Eshelby
Ash Field Academy
We worked collaboratively with nominated Ash Field Academy staff to review current policies and procedures and drafted a report outlining proportionate, best practice recommendations to build on the strong practice already in existence within the setting. The report emphasised the importance of student engagement and enabling young people to take ownership of aspects of the risk management plan e.g., with regards to acceptable phone use. It also highlighted the need for a clear and structured approach, that could be understood by staff, students and their families in relation to managing risk for overnight stays. We researched and shared guidance from other settings where formal procedures were used, and produced template risk assessments.
In November 2020, Ash Field Academy commissioned Central Consultancy and Training to provide further consultancy regarding application of the Mental Capacity Act 2005 and best practice regarding deprivation of liberty. A report was produced for the senior managers providing an overview of the legal framework for young people and decision making within education settings, and ‘deprivation of liberty’ for the residential setting within Ash Field Academy.
The lead consultant, Helen Bradnock, worked with senior staff to design a bespoke training course ‘Whose Decision is it Anyway? Applying the Mental Capacity Act 2005 in Ash Field Academy’ which was delivered in the spring, over 2 half-day sessions via MS Teams.
Key topics included:
- the legal framework e.g., Mental Capacity Act 2005 and Code of Practice 2007, the Children and Families Act 2014 and SEND Code of Practice (0-25) 2015);
- the role of mental capacity assessments and best interest decisions - when an assessment would be appropriate, who should undertake them, how these should be recorded and key requirements for any best interests decisions;
- applying knowledge to case studies and “live” scenarios;
- how to support young people to make decisions for themselves.
- lawful restraint within the Mental Capacity Act 2005, and deprivation of liberty and appropriate steps to consider when there were concerns a young person may be being deprived of their liberty.
Client Testimonial
We were so lucky to find Central Consultancy and to work with Helen!
We first approached Central Consultancy as we were looking for expertise with experience in social care that could lead to a holistic and child-centred approach to our risk assessment. We were keen to ensure that the benefits of some of the risks would be seen and considered, and were nervous that a very risk-adverse approach may be expected. We certainly didn’t need to be! Helen started from the principles of what our pupils wanted and how we could support them with this in a safe way. She fully recognised where the social care and education sector differed according to legislation and where there was a need to consider the wider picture. She worked in partnership with the leaders from our school to develop approaches that suited our setting rather than generic approaches for any residential setting and this has led to an outcome that has genuinely improved our approach, rather than ticking a box, and is also realistic and in line with our pupils’ views and wishes.
Through the project we began to recognise a need for us to understand more about the Mental Capacity Act and ensure our practice was following it more effectively. Having been so pleased with the first project, we requested that Helen support us with this too. We found the training to be incredibly valuable and it has helped us already to make changes to the way we make decisions for and with pupils. We now intend to create a wider priority plan around this area following the insight Helen has given us.
We will certainly use Central Consultancy again and I would highly recommend them.
Jenny Eshelby
Ash Field Academy
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