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Appendix 14.10: Staf Development Action Plan and People Charter
ACTIVITY COMMENTS ACTION TIMESCALE OPPORTUNITIES/CONSTRAINTS STATUS RESPONSIBILITY
1. Strategic Objective
1.1 Develop Plans to prepare staf
to move towards the creation of
the new College
Developing the capacity of staf to fuli l
the requirements of the change process
and the new organisation is key to the
success of the change process
Produce a Training for Merger Action
Plan to be submitted to the Merger
Steering Group
• Immediately Additional funding and time required as
part of plan - to be determined
2. Strategic Goals
2.1 Plan for Change
It is essential that staf training and
development needs be part of the
overall merger plan
Create a Training for Merger Group
• Immediately Opportunity to put staf development at
the heart of the merger process
A
Ensure the activities of this group feed
in to the Merger Steering Group to
inl uence planning
• To set and lead vision for new college A
Create an inter college Shadow Board
• Immediately To set and lead vision for the college. A
Ensure links with the other working
groups to coordinate activity
• Dii culty in ensuring the activities of
all the merger planning groups are
coordinated
IP
Initial vision session for Shadow Board
and Principals
• October 2009 A
Review of current cultures and
identify programme of change
• Immediate Identify strengths/ weaknesses and way
ahead
IP
1 day Staf Conference
• April 2010 Staf involvement in
Culture
Values
Identity
Estates
•
•
•
•
IP
2.2 Communicate the vision for
change
The i rst essential step in a successful
change process is to convince staf of
the need for change and have a clear,
shared vision of the future. There is a
need to be open and honest with staf
and of er genuine consultation
Create opportunities for sharing
the Training for Merger Plan and
consulting with staf groups e.g.
cross-college Focus Groups, Team and
Individual briei ngs, use of trained
communication facilitators, use of
staf representatives
• Now and
ongoing
Biggest constraint will be time but if not
done properly the process will be less
successful.
Communication Facilitators appointed
Newsletters (Merger News)
Website
Time/Dissemination or Good Practice
A
A
IP
PA
All
JO/CM
2.2 Communicate the vision for
change (cont)
Act on feedback from staf and adapt
the plan as required.
Ensure ef ective Communication with
other groups
Newsletter
Liaise with MSG
• Ongoing
Ongoing
There is an opportunity to make staf feel
involved and gain their commitment
IP
IP
A
IP
All
JO
JO