Briefing Presentation for 2012

About the Yorkshire Accord Scheme Aims Our definition Expectations of those involved Management & quality standards Recruitment for 2012 Feedback from previous members

WHAT WILL BE COVERED

WHOSE INVOLVED

Organisations involved in 2012 are likely to include;

City of York Council Hambleton/Richmondshire District Council Harrogate Borough Council North Yorkshire Fire and Rescue Service Ryedale District Council Scarborough Borough Council Selby District Council University of York York College York St John University Yorkshire Ambulance Service

SCHEME AIMS

To broaden perspective and approaches to issues, increasing organisational creativity and innovation and supporting change.

For individuals to maximise their own potential leading to a positive impact on organisational performance.

To widen opportunities for employee development across the partnership.

To enhance strategic and / or operational awareness and application.

To develop partnership working in the public sector, through providing opportunities for individuals to network and learn across organisational boundaries.

SCHEME AIMS

A long-term, voluntary relationship between two individuals, with the purpose of providing personal and professional development, support and challenge

OUR DEFINITION

MANAGEMENT STRUCTURE

Management Committee

Organisational Co-ordinators

Project Leader

Member Representatives

MANAGEMENT & SUPPORT

Project Leader will; Be in regular contact with all members involved in

coaching & mentoring relationships Deal with any issues arising with the coaching &

mentoring process Liaise with Organisational Co-ordinators & support the

Management Committee Deliver training & provide supervision support to

coaches / mentors

MANAGEMENT & SUPPORT

Organisational Co-ordinator will; Be available to support their members of staff who

are involved in the scheme with organisational issues and ensure they feel supported and encouraged by the organisation.

Member Representatives will; Be an independent person with whom scheme

members can raise concerns with. Represent their groups viewpoint at the Management

Committee.

QUALITY PROCESSES

Aims and Structure Recruitment and Selection Preparation, Training and

Support for all involved Monitoring and Evaluation Equality of Opportunity

RECOGNISED

September 2007

“resulted in impressive outcomes for participants and might be considered as a model which

could be reproduced for local and regional public bodies across not

only the country but also internationally.”

RECRUITMENT, MATCHING & TRAINING

Applications submitted by 4th November

Training in December & January­ Coachee / Mentee Workshop – ½ day­ Initial Coaching & Mentor Skills Training – 1 day

Matching by Management Committee­ Notification of place & match in early December ­ Coach / Mentors to contact their coachees / mentees

before their training, arranging first meeting in late January.

EVALUATION 2010

Satisfied with their mentoring match 98% of participants

Personal benefits from mentoring 91% of participants

Met the expectations of those involved 90% of participants

MENTEES PERSPECTIVE -HOW HAVE YOUR SKILLS AND KNOWLEDGE IMPROVED?

Support the development of management skills Opportunity to work through operational issue and consider how to do

things differently Provide positive constructive support of the development of existing skills Gain procurement advice Improve meeting participation skills Report writing How to be confident but not arrogant Became more organised and pro-active More aware of own approach and the impact on others Develop strategic thinking Focus on objective planning Develop multi agency awareness Developed appreciation for HR process and

procedure when dealing with own staff.

MENTEES PERSPECTIVE -WHAT DID YOU DO OR ACHIEVE AS A RESULT OF BEEN INVOLVED IN THE SCHEME

I gained promotion The way I react and deal with problems has significantly improved Improved time management skills Better budget planning, management and crisis planning Ability to develop and deliver training I was considering leaving my organisation and lacked belief in my

own abilities. I gained confidence and realised there was no reason to leave a job I enjoyed and relished its challenges.

Ability to deal with difficult colleagues and deal with conflict situations

Reduced stress I was able to lead a successful ‘time out’ day for the team.

Increased confidence More comfortable networking at conferences and external meetings Informed decision making, greater service, refined people management skills Better balance of work and home, less resentment & more enjoyment of

work Support difficult HR people issues More positive Feel valued Wider perspective on projects / initiatives and changes Quality focus Greater awareness of external factors and managing in financial crisis Ability to perform and contribute more confidently on

regional and national projects, consciously pushing myself out of my comfort zone.

MENTEES PERSPECTIVE -WHAT IMPACT HAS THE LEARNING HAD ON YOUR BEHAVIOUR AT WORK

MENTOR PERSPECTIVE -HOW HAVE YOUR SKILLS AND KNOWLEDGE IMPROVED?

Problem solving skills Re-appraisal of own communication skills Self reflection Realisation that I don’t always have to be the expert Developing and objective perspective of problems and situations Listening & questioning skills Allowing others to find their own solutions Developing patience for the process Ability to challenge constructively Understanding of other organisations / Multi agency awareness Gained confidence I new tools and techniques Understanding of organisational change

Making time to talk with my own staff.

I used my new skills on a project I was leading to help keep the group focused.

Used new tools and techniques to keep the team positive, motivated and focussed during times of change

I have become more proactive in motivating colleagues and responding to negative comments and perceptions with positive feedback so that others feel more empowerment and in control

Development of my own leadership role

Increased networking opportunities

Ability to move a long standing difficult relationship at work into a more positive cycle of behaviour.

I have a better understanding of what’s happening in other areas of the public sector

MENTORS PERSPECTIVE -WHAT DID YOU DO OR ACHIEVE AS A RESULT OF BEEN INVOLVED IN THE SCHEME

MENTORS PERSPECTIVE -WHAT IMPACT HAS THE LEARNING HAD ON YOUR BEHAVIOUR AT WORK

I have been able to use my skill in 1-2-1 meetings with members of my team listening to their needs in a more positive way

I challenges perceptions of others more than I would have previously

Quality focus

How to work with difficult college.

Review of my own working practices

I am more open minded and less judgemental

FOR MORE INFORMATION

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