trust and shared vision theory and practice julie rogers head of environmental and customer services
TRANSCRIPT
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Trust and Shared VisionTheory and Practice
Julie RogersHead of Environmental and Customer Services
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Who are you in Partnership With?
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Who are you in Partnership with?
• Are you in partnership with an organisation or an individual?
• Individual vitally important in forming relationships and building trust
• Essential that individuals take the organisations on a journey
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Relationships and Trust Inter Organisation
75% Work
25% Relationship
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Relationships and TrustIn Partnership
25% Work
75% Relationship
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Building a Shared Vision
“Before embarking on the shared service journey, the elected members of each of the
participating councils needs to have a frank and open conversation, both within and between
each of the partners. They need to establish two critical facts: Do they trust each other and
do they have a shared service vision for the future”
Solace (2011) Cllr Gary Porter, Leader of South Holland District Council and Shared Service Champion of the Local Government
Association
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Building a Shared Vision
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Importance of a Shared Vision Document
Essential all parties have:
A desire to transform
A willingness to re-engineer or radically change current delivery
to benefit Customers and Stakeholders
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Importance of aShared Vision Document
The shared vision document should be designed to:
– Clarify direction of change– Motivate action– Articulate partnership commitment– Articulate how individuals can make a
difference
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Building a Shared Vision
(Kotter, J.P)
successful transformation can be observed where the guiding coalition had developed a vision that has been clearly communicated in a way that gains buy-in from customers, stock holders and employees. A strategy for achieving that vision is also developed.
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Importance of a Shared Vision Document
• Visualisation of what the new service will look like from:– The customer perspective – The perspective of the people who will be
working in the service– From our leaders perspective
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Key Learning Points:
• Establish a sense of urgency (Kotter 1995)
• Pursue outcome led, customer focussed initiatives
• Plan and create more short term wins
• Create a sense of trust – essential to encourage risk without fear of negative consequences (Yang K & Kasserkert A (2009)
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Importance of a Shared Vision Document
“A good vision statement, describes a compelling future that engages the heart as
well as the head”
OGC (2007)
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Any questions?
Julie RogersHead of Environmental and Customer Services
Telephone: 01233 330856 Email: [email protected]