Cheshire East Council has employed a management consultancy to help improve its workplace culture and rid the organisation of bullying.
Sticky Change, who have worked with other councils and organisations, have been appointed for a 12 month period at a cost of £152,460.
Their appointment follows an independent review carried out by the Local Government Association last year into organisational culture at the Council.
The LGA review of the authority's culture concluded that there is evidence that bullying and harassment does take place at the council.
Undertaken by Sarah Messenger, a workforce consultant from the Local Government Association, it revealed that over 200 people had personally experienced bullying and over 360 people had personally witnessed bullying in the past six months.
Having accepted the LGA report and the recommendations Sarah Messenger put forward, the Council will be working with Sticky Change who will design workshops and talk with the wider leadership team, cabinet and members to address cultural change and behaviours.
The process is expected to take 12 months after which Cheshire East Council will be left "with a model that is fully embedded to carry on our transformational journey".
The transformation programme, which has been called "The Brighter Future Transformation Programme" will have a steering group chaired by acting Chief Executive Kath O'Dwyer as programme sponsor.
There will also be a "Brighter Future Together Team", a panel made up of approximately 20 members of staff from different level and areas of the organisation. Their role will be to support the programme and act as a 'critical friend' - providing suggestions, testing what is going to work and helping to take the programme forward.
Additionally there will be a members forum, chaired by Cllr Liz Wardlaw, to help shape the programme and a members' technology and development panel.
Kath O'Dwyer, acting chief executive of Cheshire East Council, said: "We have recently procured and appointed a change management consultancy, 'Sticky Change', to work in partnership with the council on a cultural transformation programme to help us build a positive, supportive culture over the long term.
"Sticky Change has in-depth experience of working on culture change, across all sectors and in local authorities including Manchester, Rochdale, Birmingham, Westminster and Cornwall. We have sought a strategic partner to provide expertise, challenge and fresh approaches to developing the tone, employment deal and culture that we all want to see and experience when working for Cheshire East.
"Over coming months, we will be seeking the views of staff and there will be a range of workshops, surveys and conversations that in different ways engage, empower and enable colleagues to shape and create the change they wish to see.
"I have said before that lasting cultural change will take time and this programme of work with Sticky Change will take about 12 months. The overall aim of the programme is to make a real and tangible shift in our culture and work for a brighter future – together."
Comments
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Bullying? Sack the culprits who think this type of behaviour is acceptable on any level. I’m sure the council aren’t short of a good policy or two....aka.... Victimisation / harassment / grievance policies.
What a load of corporate clap trap! Absolute garbage. Cultural transformation programme? Setting the tone? Positive supportive culture. What are the layers and layers of management doing?
Shuffling paperwork, justifying their existence and conducting meetings to discuss cultural transformation.
Disgusting waste of money!
Perhaps we may look forward the further costly suspensions requiring more expensive investigations and reports.
What would the consultancy industry do without CEC in everyones’ pipelines!
Of course the stuffing has been knocked out of the Council because of the financial strictures. But why has the culture become one of secrecy and defensiveness? It is no wonder that staff at all levels have negative views of their managers (and probably of the Cabinet members). I'm inclined to agree that CEC should be merged with Cheshire West & Chester Council and 'Cheshire County Council' be re-created as a single tier authority - not for cost-saving reasons, but to try and build a fresh, outward-looking, culture, in which staff feel proud to work. The new local authority would work much easier together with the other county-wide agencies, and the NHS.
The latter is a simple performance matter that a semi competent HR function could support and resolve. Clearly, the offices of CEC will not be able to satisfy this basic need.
The former is something that most commercial organisations may embrace based on a hard fought business case (costs vs benefits) basis. However, more than one local authority I have direct experience of regard this as an essential operational activity and also an easily justifiable use of an unbelievable amount of our money. If CEC can make any justification for prioritising £152k on this frivolous fluffy luxury in the present economic climate, then they have zero case for cutting any front line service or any increase in council tax.
On a separate note (i.e. Not directly related but relevant), rejoining the two councils is an obvious move, but don't be under any illusion that this is a short term route to any panacea. My view is CWaC is hardly less awful.