Surrey County Council a SFIA Pathfinder

1

• Surrey County Council a SFIA Pathfinder
• Nick Roberts, Business Change Manager
• Information Management Technology
• Surrey County Council

2
Lets take a look at

• Surrey County Council and its IMT Service
• Drivers for understanding skills and focusing on
  professionalism
• Previous attempts and outcomes
• Vision and Charter for the skills project
• Approach to the Pilot
• Current position and complexities
• Staff concerns and reassurances
• QA

3
Surrey County Council Context

• 1.1m citizens
• Budget for 2008/09 circa 640m plus schools
  passported funds
• Grant received per citizen only 112 (205 with
  District / Borough)
• Compares to 856 for Manchester residents
• Substantial budget and service pressures,
  particularly in Adult Social Care

4
SCCs Golden Thread
5
Professionalism at the heart of Corporate
Services three year strategy
6
The Information Management and Technology Service

• 150 staff 164 posts
• Substantial reduction from two years ago
  efficiency key
• Huge change agenda including
• Created the Council Transformation Programme that
  is redesigning all SCCs business processes and
  implementing a new business model
• Update of SAP from r3 v4.7 to ECC6
• Replacement of Social Care system (SWIFT to SAP
  CRM)
• Changing desktop to thin client from a Windows
  2000 base
• Moving major components of Data Centre to a
  hosted solution

7
Drivers for skills management and development in
IMT

• IMT will look quite different in 18 months
• SAP will be different and span much more of the
  business SAP Support will require different
  skills and have different priorities.
• Managing down the applications portfolio from 670
  applications toa lot less!! Production
  Applications Support will look very different
  with a migration of staff away from legacy to SAP
  and key integrated applications.
• Desktop support will be different with
  thin-client
• Server Support requirements change
• We need to know our balance of skills and how our
  staff are deployed
• We need to know how well matched our staff are to
  their current roles and what we need to do to
  develop them into future roles
• We need to know not only how good their skills
  are for the current role, but also their complete
  range of skills properly evidenced

8
Skills analogy
Good Players
Poor skills analysis
Bad deployment
Lousy results!!
9
Skills analogy
Good Players
Great skills analysis
Excellent skills development
Fantastic results
10
Previous attempts and outcomes

• What can you do with a spreadsheet????

11
Previous attempts and outcomes

• What else can you do with a spreadsheet????

12
Previous attempts and outcomes

• What more can you do with a spreadsheet????

13
Vision for the skills project
What do we want to deliver in the future?
What extra skills do we needto help us get there?
What are we capable of today?
14
Vision for the skills project

• Equiping IMT with the right skills, organised to
  meet business needs
• Competency-based review for all staff
• Review of all role profiles and
  alignprofessional competencies
• Best use of our staff resources
• Align training to fill gaps

What do we want to deliver in the future?
What extra skills do we needto help us get there?
Appraisals alignedclosely to businessneeds
What are we capable of today?
15
Project Charter Skills Project
Objectives Purpose
To redesign and restructure IMT based on the
industry standard Skills Framework for the
Information Age (SFIA) competencies model,
aligning roles, skills, and personal development
in support of SCCs major business objectives.
Key Deliverables
Critical Success Factors
Key Dependencies

• Equipping IMT with the right skills based on
  industry best practice, sized to meet key
  business needs
• SFIA competency capability creating expert leads
  and competency groups to enable ownership and
  drive forward within each business stream
• Thorough review of role profiles and alignment to
  SFIA leading to clear and agreed role definitions
  for all IMT activities
• SFIA competency based review for all staff
• Utilisation of staff resources to most
  effectively meet business needs
• Full alignment of training commitments to SFIA,
  including training reqs. needs analysis,
  building of new training plan, perf. mgt
  review

• Redesign of way IMT delivers its business
  objectives based on best practice and supporting
  application of right skills to take the
  organisation forward
• Alignment of right staff to right roles
  capitalising on the skills available and filling
  skills gaps
• A new performance management framework based on
  competencies and linked to the IMT training plan

• Availability of competency leads
• Time to complete competency analysis in time to
  most effectively meet business objectives
• Availability of HR resource
• Input from GITP team and other SFIA practitioner
  organisations

In Scope
Key Risks
Key Stakeholders
Out of Scope

• IMT SFIA-based redesign
• Full staff SFIA and technical skills competency
  assessment
• Performance management review
• Training needs analysis and training plan
  alignment

• Timescales for this project incompatible with
  service business objectives
• Lack of stakeholder buy-in
• Lack of available competency lead resources
• Training delivery stalls during analysis phase

• County Council Mgt Team (esp. Dir. Corp.
  Services)
• Executive Member for Support Services
• Head of IMT and Leadership Team
• Head of HR
• SCC Trade Unions
• IMT Learning Devt. Group

16
Project Charter Skills Project
Objectives Purpose
To redesign and restructure IMT based on the
industry standard Skills Framework for the
Information Age (SFIA) competencies model,
aligning roles, skills, and personal development
in support of SCCs major business objectives.
Key Deliverables
Critical Success Factors
Key Dependencies

• Equipping IMT with the right skills based on
  industry best practice, sized to meet key
  business needs
• SFIA competency capability creating expert leads
  and competency groups to enable ownership and
  drive forward within each business stream
• Thorough review of role profiles and alignment to
  SFIA leading to clear and agreed role definitions
  for all IMT activities
• SFIA competency based review for all staff
• Utilisation of staff resources to most
  effectively meet business needs
• Full alignment of training commitments to SFIA,
  including training reqs. needs analysis,
  building of new training plan, perf. mgt
  review

• Redesign of way IMT delivers its business
  objectives based on best practice and supporting
  application of right skills to take the
  organisation forward
• Alignment of right staff to right roles
  capitalising on the skills available and filling
  skills gaps
• A new performance management framework based on
  competencies and linked to the IMT training plan

• Availability of competency leads
• Time to complete competency analysis in time to
  most effectively meet business objectives
• Availability of HR resource
• Input from GITP team and other SFIA practitioner
  organisations

Objective Purpose To redesign and restructure
IMT based on SFIA competencies model, aligning
roles, skills, and personal development in
support of SCCs major business objectives.
In Scope
Key Risks
Key Stakeholders
Out of Scope

• IMT SFIA-based redesign
• Full staff SFIA and technical skills competency
  assessment
• Performance management review
• Training needs analysis and training plan
  alignment

• Timescales for this project incompatible with
  service business objectives
• Lack of stakeholder buy-in
• Lack of available competency lead resources
• Training delivery stalls during analysis phase

• County Council Mgt Team (esp. Dir. Corp.
  Services)
• Executive Member for Support Services
• Head of IMT and Leadership Team
• Head of HR
• SCC Trade Unions
• IMT Learning Devt. Group

17
Project Charter Skills Project
Objectives Purpose
To redesign and restructure IMT based on the
industry standard Skills Framework for the
Information Age (SFIA) competencies model,
aligning roles, skills, and personal development
in support of SCCs major business objectives.
Key Deliverables
Critical Success Factors
Key Dependencies

• Equipping IMT with the right skills based on
  industry best practice, sized to meet key
  business needs
• SFIA competency capability creating expert leads
  and competency groups to enable ownership and
  drive forward within each business stream
• Thorough review of role profiles and alignment to
  SFIA leading to clear and agreed role definitions
  for all IMT activities
• SFIA competency based review for all staff
• Utilisation of staff resources to most
  effectively meet business needs
• Full alignment of training commitments to SFIA,
  including training reqs. needs analysis,
  building of new training plan, perf. mgt
  review

• Redesign of way IMT delivers its business
  objectives based on best practice and supporting
  application of right skills to take the
  organisation forward
• Alignment of right staff to right roles
  capitalising on the skills available and filling
  skills gaps
• A new performance management framework based on
  competencies and linked to the IMT training plan

• Availability of competency leads
• Time to complete competency analysis in time to
  most effectively meet business objectives
• Availability of HR resource
• Input from GITP team and other SFIA practitioner
  organisations

CSF Redesign of way IMT delivers its business
objectives based on best practice and supporting
application of right skills to take the
organisation forward
CSF Alignment of right staff to right roles
capitalising on the skills available and filling
skills gaps
In Scope
Key Risks
Key Stakeholders
Out of Scope

• IMT SFIA-based redesign
• Full staff SFIA and technical skills competency
  assessment
• Performance management review
• Training needs analysis and training plan
  alignment

• Timescales for this project incompatible with
  service business objectives
• Lack of stakeholder buy-in
• Lack of available competency lead resources
• Training delivery stalls during analysis phase

• County Council Mgt Team (esp. Dir. Corp.
  Services)
• Executive Member for Support Services
• Head of IMT and Leadership Team
• Head of HR
• SCC Trade Unions
• IMT Learning Devt. Group

18
Project Charter Skills Project
Objectives Purpose
To redesign and restructure IMT based on the
industry standard Skills Framework for the
Information Age (SFIA) competencies model,
aligning roles, skills, and personal development
in support of SCCs major business objectives.
Key Deliverables
Critical Success Factors
Key Dependencies

• Equipping IMT with the right skills based on
  industry best practice, sized to meet key
  business needs
• SFIA competency capability creating expert leads
  and competency groups to enable ownership and
  drive forward within each business stream
• Thorough review of role profiles and alignment to
  SFIA leading to clear and agreed role definitions
  for all IMT activities
• SFIA competency based review for all staff
• Utilisation of staff resources to most
  effectively meet business needs
• Full alignment of training commitments to SFIA,
  including training reqs. needs analysis,
  building of new training plan, perf. mgt
  review

• Redesign of way IMT delivers its business
  objectives based on best practice and supporting
  application of right skills to take the
  organisation forward
• Alignment of right staff to right roles
  capitalising on the skills available and filling
  skills gaps
• A new performance management framework based on
  competencies and linked to the IMT training plan

• Availability of competency leads
• Time to complete competency analysis in time to
  most effectively meet business objectives
• Availability of HR resource
• Input from GITP team and other SFIA practitioner
  organisations

Availability of key resources particularly
Competency Leads
In Scope
Key Risks
Key Stakeholders
Out of Scope

• IMT SFIA-based redesign
• Full staff SFIA and technical skills competency
  assessment
• Performance management review
• Training needs analysis and training plan
  alignment

• Timescales for this project incompatible with
  service business objectives
• Lack of stakeholder buy-in
• Lack of available competency lead resources
• Training delivery stalls during analysis phase

• County Council Mgt Team (esp. Dir. Corp.
  Services)
• Executive Member for Support Services
• Head of IMT and Leadership Team
• Head of HR
• SCC Trade Unions
• IMT Learning Devt. Group

19
You dont want to see this!!!
20
Pilot Project Components
21
Approach to skills profiling
Line Manager / Competency Lead
Competency Group Staff
Validation Snagging list
Assessment Against SFIA profile
Addition of extra Skills required in role
Addition of Extra skills Not required In current
role
22
Pilot Project Components
23
The Bigger Picture
Future capability planning
High-level activity audit
Performance Mgt. Review
Skills mapping
Gap analysis
Time recording analysis and bespoke report, Map
TRS codes to SFIA, Team manager validation
24
Current position

• Pilot halfway through
• Self-assessment and evidence collection this week
  and next
• Manager validation mid-May
• Appraisals and PDPs mid end May
• Review and rollout planning first two weeks June
• Activity audit also underway

25
Issues and complexities

• SFIA profiling has been labour intensive but gets
  easier with growing body of evidence
• Discipline to assess a role in SFIA based on role
  profile, not current activities
• staff must evidence and justify any activity
  beyond this
• Giving staff time to compile evidence and
  encourage use of existing material
• Some staff cynicism fear of the unknown and how
  it will be used.
• Juggling priorities desperate for fact-based
  skills information, but it mustnt get in the
  way of the priority projects

26

• QA