WFG Act Early Adopters: Six months on…

Hazel Clatworthy and Matthew Gatehouse, Monmouthshire County Council, presented at a shared learning seminar on the Future Generations Act back in March, when the legislation hadn’t actually come into force.  Their experience was based on their work as “early adopters” of the Act. Six months on a lot has changed…

Getting our own house in order

Back in March I shared feedback from Wales Audit Office’s light touch assessment of our preparedness for the Wellbeing of Future Generations Act.  This was really helpful and mainly focussed on in-house processes and policies, which we’ve been developing further.

Over the last six months a lot more work has taken place on training and awareness raising about the Act and what it means for officers, Members and partners.  The Act is prominent in Induction training for all new starters, we’ve held our second and third member seminars on the subject, plus specific training for scrutiny and there was standing room only in the council chamber when we did a lunchtime talk for staff on the subject – with more watching via YouTube. We’ve revised our Sustainable Development policy, curated a comprehensive range of resources on our intranet site for officers and Members to refer to and given the Act far more prominence on the council’s website to help our residents and businesses understand how central this is to our work.

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After our session in March a lot of people contacted us to get a copy of the Future Generations Evaluation we’d introduced six months earlier.  I’d like to be able to say that lots of decisions have radically changed as a result of using this evaluation, and that decision making is now inherently more sustainable.  And I’d like to be able to say that officers are automatically using these at the earliest stages of decision making, rather than the night before the deadline.  But in all honesty I can’t say that…yet!  However, I can say that I’ve had conversations with officers from parts of the Council I would never have dealt with before, as they ask for my help or advice on how to complete the evaluation.  And I can say that Members have been challenging officers if they feel that the evaluation hasn’t been done properly or has missed something – one Scrutiny committee refused to hold a meeting when the reports they were presented with had somehow slipped through the system without an evaluation!  Small steps but all in the right direction!

We are making progress on our other policies and strategies like procurement where we are developing a Community Benefits policy.  We’ve also embedded the seven wellbeing goals and five sustainable development principles in our service planning process.

So we are gradually building on our early adopter work and implementing the WAO recommendations, and I think it is beginning to make a difference – awareness of the Act is certainly much higher than it was, and hopefully this awareness, together with the policies and processes in place to back it up will mean that Monmouthshire genuinely becomes a more sustainable place.

Looking outwards

I’ve been visiting lots of partnerships which sit underneath our newly formed Public Service Board and talking to them about what the Act means for us, for them and how we can work together.  Levels of awareness varies, but all have welcomed the chance to understand the Act better and think about how they can contribute to the Wellbeing Assessment and Plan.

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In August we started a big public engagement exercise called Our Monmouthshire to help inform our Well-being Assessment.  We have plenty of data, but to try and avoid falling into the “lies, damned lies and statistics” trap, we are going to events, shows, markets, coffee mornings, schools, support groups and more to find out what people like about living in Monmouthshire and what they think would make it even better.  We have commissioned Our Monmouthshire banners, big maps, postcards and fact and future trends cards to stimulate discussion and debate, and Council officers and other PSB partners are going out and about to get feedback to shape the Well-being Assessment.

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We’re trying to make it as easy as possible for people to feed in their views, so as well as face to face, people can also contribute online and via social media.  Residents can feed in their views and ideas via a short online questionnaire, or via Made Open, Monmouthshire’s online digital engagement platform.

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The Wellbeing Assessment is a huge piece of work, and the more far reaching our engagement work, the more information we have to process, but it should result in a rigorous and well informed Assessment which will well equip the PSB to decide on priorities for the Wellbeing Plan in 2018.

So, in summary so far, I think I’d agree with the guidance on the Act, which says that sustainable development isn’t an end point, but the process of improving well-being or a way of doing things.  Embracing the Wellbeing of Future Generations Act as a way of working, rather than just complying with the letter of the law, is a journey.  And I believe that it is a journey that we are well on the way with.

Mabwysiadwyr cynnar Deddf Llesiant Cenedlaethau’r Dyfodol – Chwe mis i mewn…

Fe wnaeth Hazel Clatworthy a Matthew Gatehouse, Cyngor Sir Fynwy, gyflwyno mewn seminar dysgu ar y cyd ‘nôl ym mis Mawrth, ar y testun Deddf Cenedlaethau’r Dyfodol. Bryd hynny, nid oedd y ddeddfwriaeth wedi dod i rym, ac roedd eu profiad yn seiliedig ar eu gwaith fel “mabwysiadwyr cynnar” y Ddeddf. Ar ôl chwe mis, mae cryn dipyn wedi newid…

Rhoi trefn ar eich tŷ eich hun

Yn ôl ym mis Mawrth rhannais adborth o asesiad cyffyrddiad ysgafn Swyddfa Archwilio Cymru o’n gwaith paratoi ar gyfer Deddf Llesiant Cenedlaethau’r Dyfodol.  Roedd hyn o gymorth mawr a chanolbwyntiodd yn bennaf ar brosesau a pholisïau mewnol, a ddatblygwyd ymhellach gennym.

Yn ystod y chwe mis diwethaf gwnaed llawer o waith ar hyfforddiant a chodi ymwybyddiaeth ynglŷn â’r Ddeddf a’r hyn y mae’n ei olygu i swyddogion, Aelodau a phartneriaid.  Mae’r Deddf yn amlwg mewn hyfforddiant ymsefydlu i bob aelod newydd o staff, ac rydym wedi cynnal ein hail a’n trydydd seminar ar y pwnc, yn ogystal â hyfforddiant penodol ar gyfer craffu ac roedd siambr y cyngor yn llawn pan drefnwyd sgwrs amser cinio gennym ar y pwnc ar gyfer staff – gyda rhai’n gwylio ar YouTube. Rydym wedi diwygio ein polisi Datblygu Cynaliadwy, wedi curadu ystod gynhwysfawr o adnoddau ar ein mewnrwyd y gall swyddogion ac Aelodau gyfeirio atynt ac wedi rhoi sylw amlycach i’r Ddeddf ar wefan y cyngor i helpu trigolion a busnesau ddeall pa mor ganolog yw hyn i’n gwaith.

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Ar ôl ein sesiwn ym mis Mawrth, cysylltodd llawer o bobl â ni i gael copi o’r Gwerthusiad o Genedlaethau’r Dyfodol a gyflwynwyd gennym chwe mis ynghynt.  Hoffwn allu dweud bod llawer o benderfyniadau wedi newid yn chwyldroadol o ganlyniad i ddefnyddio’r gwerthusiad hwn, a bod y broses gwneud penderfyniadau bellach yn fwy cynaliadwy yn y bôn.  A hoffwn allu dweud bod swyddogion yn defnyddio’r rhain yn awtomatig yn ystod camau cynnar y broses gwneud penderfyniadau, yn hytrach na’r noson cyn y terfyn amser.  Ond a bod yn berffaith onest, alla i ddim dweud hynny…eto!  Fodd bynnag, gallaf ddweud fy mod wedi cael sgyrsiau gyda swyddogion mewn rhannau o’r cyngor nad oeddwn erioed wedi delio â nhw o’r blaen, wrth iddynt ofyn am fy help neu gyngor ar sut i gwblhau’r gwerthusiad.  A gallaf ddweud bod Aelodau wedi bod yn herio swyddogion os ydynt o’r farn nad yw’r gwerthusiad wedi cael ei wneud yn iawn neu ei fod wedi methu rhywbeth – gwrthododd un pwyllgor craffu gynnal cyfarfod pan oedd yr adroddiadau a gyflwynwyd iddynt wedi llithro rhywsut drwy’r system heb werthusiad!  Camau bach ond mae pob un i’r cyfeiriad cywir!

Rydym yn bwrw ati gyda’n polisïau a’n strategaethau eraill fel caffael lle rydym yn datblygu polisi Buddiannau Cymunedol.  Rydym hefyd wedi ymgorffori saith nod llesiant a phum egwyddor datblygu cynaliadwy yn ein proses cynllunio gwasanaethau.

Felly rydym yn raddol yn adeiladu ein gwaith mabwysiadwyr cynnar ac yn gweithredu argymhellion SAC, a chredaf ei fod yn dechrau gwneud gwahaniaeth – mae ymwybyddiaeth o’r Ddeddf yn sicr yn uwch nag y bu, a’r gobaith yw y bydd yr ymwybyddiaeth hon, ynghyd â’r polisïau a’r prosesau sydd ar waith i’w hategu yn golygu y daw Sir Fynwy yn lle mwy cynaliadwy.

Bod yn feddwl agored

Rwyf wedi bod yn ymweld â llawer o bartneriaethau sy’n rhan o Fwrdd y Gwasanaethau Cyhoeddus newydd ei ffurfio a siarad â nhw ynglŷn â’r hyn y mae’r Ddeddf yn ei olygu i ni, iddyn nhw a’r ffordd y gallwn gydweithio.  Mae lefelau ymwybyddiaeth yn amrywio, ond mae pawb wedi croesawu’r cyfle i ddeall y Ddeddf yn well ac i feddwl am sut y gallant gyfrannu at yr Asesiad a Chynllun Llesiant.

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Ym mis Awst gwnaethom ddechrau ymarfer ymgysylltu â’r cyhoedd mawr o’r enw Ein Sir Fynwy er mwyn helpu i lywio’r Asesiad Llesiant.  Mae gennym ddigonedd o ddata, ond rydym yn ceisio osgoi syrthio i’r rhwyd o ddibynnu ar ystadegau’n unig, ac rydym yn mynd i ddigwyddiadau, marchnadoedd, boreau coffi, ysgolion, grwpiau cymorth a mwy i ddarganfod pa bethau y mae pobl yn eu hoffi am fyw yn Sir Fynwy a’r hyn y credant y byddai’n ei gwneud yn well fyth.  Rydym wedi comisiynu baneri, mapiau mawr, cardiau post a chardiau ffeithiau a thueddiadau’r dyfodol Ein Sir Fynwy, er mwyn sbarduno trafodaeth a dadl, ac mae swyddogion y Cyngor a phartneriaid eraill Bwrdd y Gwasanaethau Cyhoeddus yn gofyn i’r cyngor am adborth er mwyn llywio’r Asesiad Llesiant.

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Rydym yn ceisio ei gwneud mor hawdd â phosibl i bobl leisio eu barn, felly yn ogystal ag wyneb yn wyneb, gall pobl hefyd gyfrannu ar-lein a thrwy gyfryngau cymdeithasol.  Gall trigolion leisio eu barn a’u syniadau drwy holiadur ar-lein byr, neu drwy Made Open, llwyfan ymgysylltu digidol ar-lein Sir Fynwy.

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Mae’r Asesiad Llesiant yn ddarn mawr iawn o waith, a pho fwyaf pellgyrhaeddol yw’n gwaith ymgysylltu, y mwyaf o wybodaeth sydd gennym i’w phrosesu, ond dylai arwain at Asesiad trylwyr a hyddysg a fydd yn paratoi Bwrdd y Gwasanaethau Cyhoeddus ar gyfer penderfynu ar flaenoriaethau ar gyfer y Cynllun Llesiant yn 2018.

Felly, i grynhoi hyd yma, credaf y byddwn yn cytuno â’r canllawiau ar y Deddf, sy’n nodi nad y diwedd yw datblygu cynaliadwy, ond yn hytrach y broses o wella llesiant neu ffordd o wneud pethau.  Mae croesawu Deddf Llesiant Cenedlaethau’r Dyfodol fel ffordd o weithio, yn hytrach na dim ond cydymffurfio â llythyren y ddeddf, yn daith.  A chredaf ein bod wedi hen ddechrau ar y daith honno.

GovCamp Cymru 2016: Using behaviour change to improve public services

How can behaviour change theory help to embed ideas generated at unconferences into organisations? Dyfrig Williams outlines his pitch for GovCamp Cymru.

Logo GovCamp Cymru / GovCamp Cymru's Logo

This year will be my third GovCamp Cymru, which for the second year in a row will be held the National Assembly for Wales’ Pierhead Building.

For the uninitiated, GovCamp Cymru is an unconference, where attendees make the agenda by pitching what they’d like to talk about at the start of the day. I’ve avoided pitching so far, but having attended a few unconferences now I think that now’s the time for me to finally get involved.

Behaviour change

This year the Good Practice Exchange at the Wales Audit Office has been working on Behaviour Change Festivals across Wales, with the event in Swansea taking place in the run up to GovCamp Cymru. I’ve heard about some fantastic examples of behaviour change over the past few months – from the Chimp Shop App that helps people to cut down on their drinking to the WiFi that encourages people to move out of the sun.

I’m really interested in how Behaviour Change theory could be applied to help change to happen as a result of an unconference. I’ve found unconferences to be great events that enable people to develop their thinking and gain new contacts. Many unconferences are rightly proud that they attract passionate people who are prepared to give up their weekends to make public services better. But what happens when we get back to the office, get back to reality and have to persuade everyone else to buy into the brilliant ideas we’ve had or heard over the weekend? How do we persuade our colleagues to make that innovation a reality?

Some theory to get us started

This is what I’d like to examine in my proposed session. How do we bring all our colleagues along with us on the public service improvement journey? As a starter for ten, Chris Bolton has written a good post on getting ideas accepted. To break down his post to a very basic level (via a slightly brutal overview, sorry Chris!), people might:

  • Pretend they’re not a maverick
  • Get leaders on side
  • Wait until the organisation is likely to be receptive
  • Or find a host organisation that accepts you

Helen Bevan also has a great presentation which is directly aimed at change makers that suggests that people:

  1. Start with yourself
  2. Work out what might help others to change
  3. Build alliances
  4. Don’t be a martyr

So if these are starting points (come to my session if you disagree!), how can we enable positive behaviour and service improvement to take place as a result of unconferences? I’d also love to hear about examples of how people have got their colleagues to buy into changes in order to improve public services. I reckon that by pooling our experiences and our knowledge, we can go a long way to figuring out how we can better implement changes to improve our work.

GovCamp Cymru 2016: Newid ymddygiad i wella gwasanaethau cyhoeddus

Sut gall theori newid ymddygiad helpu ni i roi syniadau o anghynhadleddau ar waith mewn sefydliadau? Isod mae Dyfrig Williams yn amlinellu ei syniad am sesiwn yn GovCamp Cymru.

Logo GovCamp Cymru / GovCamp Cymru's Logo

Eleni fydd fy nhrydydd GovCamp Cymru, ac am yr ail flwyddyn yn olynol mae’n cael ei chynnal yn Adeilad y Pierhead Cynulliad Cenedlaethol Cymru.

Os nad ydych chi wedi clywed amdano’r digwyddiad o’r blaen, mae GovCamp Cymru yn anghynhadledd, ble mae mynychwyr yn ffurfio’r agenda drwy bitsio syniadau ar gyfer sesiynau ar ddechrau’r dydd. Dydw i ddim wedi pitsio eto mewn unrhyw anghynhadledd, ond rwy’n meddwl bod yr amser wedi dod!

Newid ymddygiad

Eleni mae Cyfnewidfa Arfer Da Swyddfa Archwilio Cymru wedi bod yn gweithio ar Wyliau Newid Ymddygiad ledled Cymru, gyda’r digwyddiad yn Abertawe yn cymryd lle yn yr wythnos cyn GovCamp Cymru. Rydw i wedi clywed am ddulliau arbennig o newid ymddygiad yn ystod y misoedd diwethaf, o’r app Chimp Shop sy’n helpu pobl i dorri lawr ar eu hyfed i’r WiFi sy’n annog pobl i symud mas o’r haul.

Mae gen i ddiddordeb mawr mewn sut all ddamcaniaeth Newid Ymddygiad helpu newid i gymryd lle o ganlyniad i anghynhadledd. Yn bersonol, rydw i wedi ffeindio bod anghynadleddau yn ddigwyddiadau arbennig sy’n helpu pobl i ddatblygu eu meddylfryd ac i gael cysylltiadau newydd. Mae lot o anghynhadleddau yn haeddiannol falch eu bod nhw’n denu pobl angerddol sy’n barod i fynd i ddigwyddiad yn amser eu hunain er mwyn gwella gwasanaethau cyhoeddus. Ond beth sy’n digwydd pan ni’n mynd nôl i’r swyddfa i geisio perswadio pawb arall i brynu i mewn i’r syniadau gwych rydym wedi cael neu clywed dros y penwythnos? Sut ydyn ni’n perswadio ein cydweithwyr i wneud yr arloesi yn realiti?

Ychydig o theori i roi man cychwyn

Dyma beth hoffwn i edrych arno yn fy sesiwn i. Sut ydyn ni’n dod â’n gydweithwyr gyda ni ar y siwrne o wella gwasanaethau cyhoeddus? Fel man dechrau, mae Chris Bolton wedi ysgrifennu blogbost da ar sut i gael pobl eraill i dderbyn eich syniadau. Dyma grynodeb sylfaenol iawn (a braidd yn greulon, sori Chris!), ble gall pobl:

  • Esgus dydyn nhw ddim yn rebel
  • Cael arweinwyr ar eu hochr nhw
  • Aros nes yr adeg ddelfrydol
  • Neu ddod o hyd i sefydliad sy’n eich derbyn chi

Mae gan Helen Bevan gyflwyniad gwych sydd wedi’i anelu’n uniongyrchol at wneuthurwyr newid sy’n awgrymu bod pobl yn:

  1. Dechrau gyda’u hunain
  2. Gweithio allan beth allai helpu pobl eraill i newid
  3. Adeiladu cynghreiriau
  4. Osgoi fod yn ferthyr

Felly os yw’r rhain yn llefydd da i ddechrau (dewch i fy sesiwn os ydych chi’n anghytuno!), sut allwn ni alluogi ymddygiad cadarnhaol a gwella gwasanaethau o ganlyniad i anghynhadleddau? Byddai’n grêt i glywed am enghreifftiau o sut mae pobl wedi cael eu cydweithwyr i brynu i mewn i newidiadau er mwyn gwella gwasanaethau cyhoeddus. Trwy ddod a’n profiadau a’n gwybodaeth at ei gilydd, rwy’n siŵr gallwn weithredu newidiadau’n well a gwella ein gwaith.

What does modern Learning and Development look like?

How relevant is learning and development (L&D) within today’s workplace and does it have a positive influence? Russell Higgins of the Wales Audit Office recently completed a study to assess the impact of L&D within the workplace with particular focus on evaluation. For the study Russell used the Wales Audit Office as a case study organisation.

My research covered a variety of objectives which included how effectively and efficiently L&D needs were identified and delivered in the workplace, how to measure and quantify the relevance of L&D and how organisations can benefit from its effective measurement.

Identification of learning

The thing that struck me in the very beginning was that with financial budgets becoming tighter and tighter, it is essential that both public and private sector organisations deliver cost effective L&D solutions. In order to do this L&D professionals need to make sure that the learning is accurately identified and focuses on organisation’s priorities which in turn will bring a positive return on investment and expectation. The L&D solution should also aim to raise individual skills and motivate them to do things differently.

L&D needs can be identified in various ways – from an organisational point of view (a top-down process where the organisation is thinking about goals and vision) and via the appraisal process, where the line manager is key in identifying the right learning and development solution. The line manager therefore has a key role in the identification of L&D.

The role of line managers

Line managers have the opportunity to identify the L&D needs of the people they manage and can use this information to provide guidance and coaching.  Research findings suggest that this opportunity is frequently missed as managers do not always have the skills, confidence and / or motivation to identify and address the L&D needs. Indeed some research conducted by Penny Hackett stated that some line managers see all performance problems as training problems and expect trainers to provide solutions. If line managers are not knowledgeable about clear identification of L&D then it is likely that the learning identified will not be aligned to the organisational business strategy. Following my research I believe it is important that line managers have regular contact with members of staff throughout the year to discuss and review individual L&D requirements. Line managers should be skilled and knowledgeable enough to ensure that when L&D is identified it is delivered in the most appropriate manner and not only via the traditional classroom based manner.

The 70:20:10 model

A visiual representation of the 70:20:10 model, as described in Russell's postMy research found that learning and development was splitting onto 2 i.e. traditionalists and modern workplace learning. Traditionalists tend to focus on traditional classroom training or e-learning, whereas the modern workplace learning practitioner is more likely to work with line managers to develop the most appropriate way of learning, using the 70:20:10 model – 70% of the learning takes place in the workplace (on the job learning), 20% from other forms (like mentoring and coaching) and 10% through the traditional classroom method. This is a massive change for the way that staff learn and develop, and a big change for the L&D function so that they think about things in a different way. Modern workplace learning also puts the emphasis on getting people to take accountability for their own learning, rather than it being done to them.

A visual representation of the Kirkpatrick Model as a pyramid, as described in Russell's postThis therefore presents a challenge in terms of evaluating the impact of learning within your organisation. When thinking about the Kirkpatrick model of evaluation (there are loads of different models available, but this is the most common one used by L&D functions) which focuses on four key areas – reaction, learning, behaviour and results. My research found that very few organisations are actually looking at all four aspects, especially level four which is results – did the learning have any return on investment?

I also found that organisations tend to use a generic evaluation form, however quite often these should be tailored so that they fit the specific learning and development objective. In order to be useful to the organisation, the evaluation needs to go beyond the first two levels of the Kirkpatrick model (reaction and learning) and in order to do this, the line manager role is essential – have they seen a change in behaviour, has there been a return on investment on the activity?

I believe that L&D functions of the future need to be fully in touch with all departments to ensure that they are providing L&D interventions that are fully aligned to business requirements and organisational strategic objectives. There is also a joint dependency between the line manager and L&D function. They need to work together to ensure that all aspects of the Kirkpatrick evaluation model is followed.

Sut mae Datblygu a Dysgu modern yn edrych?

Pa mor berthnasol yw dysgu a datblygu o fewn y gweithle heddiw ac a yw’n cael dylanwad cadarnhaol? Yn ddiweddar cwblhaodd Russell Higgins astudiaeth i asesu effaith dysgu a datblygu o fewn y gweithle gan ganolbwyntio’n benodol ar werthuso. Ar gyfer yr astudiaeth defnyddiodd Russell Swyddfa Archwilio Cymru fel sefydliad astudiaeth achos.

Roedd fy ngwaith ymchwil yn cwmpasu amrywiaeth o amcanion a oedd yn cynnwys pa mor effeithiol ac effeithlon oedd anghenion dysgu a datblygu yn cael eu nodi a’u cyflawni yn y gweithle, sut i fesur a meintoli perthnasedd dysgu a datblygu a sut y gall sefydliadau elwa o’i fesur effeithiol.

Nodi dysgu

Yr hyn a’m trawodd ar y dechrau’n deg oedd, gyda chyllidebau’n mynd yn dynnach ac yn dynnach, ei bod yn hanfodol bod sefydliadau sector cyhoeddus a sector preifat yn cyflawni atebion dysgu a datblygu cost-effeithiol. Er mwyn gwneud hyn, mae angen i weithwyr dysgu a datblygu proffesiynol wneud yn siŵr bod y dysgu wedi’i nodi’n glir a’i fod yn canolbwyntio ar flaenoriaethau’r sefydliad, a fydd, yn ei dro, yn sicrhau adenillion cadarnhaol ar fuddsoddiad a disgwyliadau. Dylai’r atebion dysgu a datblygu hefyd anelu at wella sgiliau unigolion a’u hannog i wneud pethau’n wahanol.

Gellir nodi anghenion dysgu a datblygu mewn amryw o ffyrdd – o safbwynt sefydliadol (proses o’r brig i’r bôn lle bydd y sefydliad yn meddwl am nodau a gweledigaeth) a thrwy’r broses arfarnu, lle mae’r rheolwr llinell yn allweddol wrth nodi’r ateb dysgu a datblygu priodol. Mae gan y rheolwr llinell felly rôl allweddol wrth nodi dysgu a datblygu.

Rôl rheolwyr llinell

Caiff rheolwyr llinell gyfle i nodi anghenion dysgu a datblygu y bobl maent yn eu rheoli a gallant ddefnyddio’r wybodaeth hon i ddarparu arweiniad a hyfforddiant.  Mae canfyddiadau ymchwil yn awgrymu bod y cyfle hwn yn aml yn cael ei golli gan nad oes gan reolwyr bob amser y sgiliau, yr hyder na/neu’r cymhelliant i nodi anghenion dysgu a datblygu a mynd i’r afael â nhw. Yn wir, nododd gwaith ymchwil a gynhaliwyd gan Penny Hackett fod rhai rheolwyr llinell yn ystyried pob problem perfformiad fel problem hyfforddiant a’u bod yn disgwyl i hyfforddwyr ddarparu’r atebion. Os nad yw rheolwyr llinell yn meddu ar wybodaeth am nodi dysgu a datblygu yn glir, yna mae’n debygol na fydd y dysgu a nodir yn cyd-fynd â strategaeth busnes y sefydliad. Yn dilyn fy ngwaith ymchwil, credaf ei bod yn bwysig bod rheolwyr llinell yn cael cyswllt rheolaidd ag aelodau o staff drwy gydol y flwyddyn i drafod gofynion dysgu a datblygu unigol a’u hadolygu. Dylai rheolwyr llinell feddu ar sgiliau a gwybodaeth ddigonol i sicrhau pan nodir dysgu a datblygu y caiff ei gyflwyno yn y modd mwyaf priodol ac nid drwy’r ystafell ddosbarth draddodiadol yn unig.

Y model 70:20:10

Model gweledol o 70:20:10, fel y ddisgrifir ym mlogbost RussellNododd fy ngwaith ymchwil fod dysgu a datblygu yn rhannu’n ddau h.y. y dulliau traddodiadol a’r dysgu yn y gweithle modern. Mae dulliau traddodiadol yn tueddu i ganolbwyntio ar hyfforddiant ystafell ddosbarth traddodiadol neu e-ddysgu, tra bod yr ymarferwr dysgu yn y gweithle modern yn fwy tebygol o weithio gyda rheolwyr llinell i ddatblygu’r ffordd fwyaf priodol o ddysgu, gan ddefnyddio’r model 70:20:10 – mae 70% o’r dysgu yn digwydd yn y gweithle (dysgu mewn swydd), 20% ar ffurfiau eraill (fel mentora a hyfforddi) a 10% drwy’r dull ystafell ddosbarth traddodiadol. Mae hyn yn newid enfawr i’r ffordd y mae staff yn dysgu a datblygu, ac yn newid mawr i’r swyddogaeth dysgu a datblygu fel eu bod yn meddwl am bethau mewn ffordd wahanol. Mae dysgu yn y gweithle modern hefyd yn rhoi pwyslais ar gael pobl i fod yn atebol am eu dysgu eu hunain, yn hytrach na chael rhywun arall i’w wneud ar eu rhan.

Cynrychiolaeth weledol o'r Model Kirkpatrick fel pyramid, fel y disgrifir ym mlogbost RussellMae hyn felly yn her o ran gwerthuso effaith y dysgu o fewn eich sefydliad. Wrth feddwl am fodel Kirkpatrick o werthuso (mae nifer o wahanol fodelau ar gael, ond dyma’r un mwyaf cyffredin a ddefnyddir gan swyddogaethau dysgu a datblygu) sy’n canolbwyntio ar bedwar maes allweddol – ymateb, dysgu, ymddygiad a chanlyniadau. Nododd fy ngwaith ymchwil mai ychydig iawn o sefydliadau sydd wir yn chwilio am bob un o’r pedair elfen, yn enwedig lefel pedwar, sef canlyniadau – a arweiniodd y dysgu at adenillion ar fuddsoddiad?

Nodais hefyd fod sefydliadau’n tueddu i ddefnyddio ffurflen werthuso generig, ond yn aml dylai’r rhain gael eu teilwra fel eu bod yn gweddu’r amcan dysgu a datblygu penodol. Er mwyn bod o ddefnydd i’r sefydliad, rhaid i’r gwerthusiad fynd y tu hwnt i ddwy lefel gyntaf model Kirkpatrick (ymateb a dysgu) ac er mwyn gwneud hyn, mae rôl y rheolwr llinell yn hanfodol – a ydynt wedi gweld newid mewn ymddygiad, a welwyd adenillion ar fuddsoddiad ar y gweithgaredd?

I gloi, credaf y bydd angen i swyddogaethau dysgu a datblygu’r dyfodol gadw mewn cysylltiad agos â phob adran i sicrhau eu bod yn darparu ymyriadau dysgu a datblygu sy’n cyd-fynd yn llwyr â gofynion busnes ac amcanion strategol sefydliadol. Mae yna hefyd gyd-ddibyniaeth rhwng y rheolwr llinell a’r swyddogaeth dysgu a datblygu. Mae angen iddynt gydweithio i sicrhau y dilynir pob agwedd ar fodel gwerthuso Kirkpatrick.

Improving the wellbeing of future generations in a resource-rich cash-poor Wales

Prof Tony Bovaird is Director of Governance International, a nonprofit which works throughout Europe on outcome-based public policy and citizen co-production, and Emeritus Professor of Public Management and Governance at Birmingham University.  In his contribution to the The Future of Governance Seminars in July,  Tony shared his strong beliefs on the need for public bodies to get real about the weak state of collaboration in public service commissioning and delivery, the lack of commitment to clear outcomes and the highly variable performance in engagement citizens in co-commissioning, co-design, co-deliveyr and co-assessment – and how the Wellbeing of Future Generations Act could help on all these front. In this blog he picks up one aspect of co-production – how Wales can make better use of its hugely valuable resources, even in a period when budgets are severely constrained. 

A photo of Tony Bovaird of Governance InternationalThe Governance workshops in July, hosted by the Wales Audit Office and the Good Practice Exchange, provided an opportunity to reflect on the key issues which will determine how the Wellbeing of Future Generations Act can be implemented effectively in Wales. A key issue which was raised at different junctures during the discussions was how resources have become much scarcer in the aftermath of the sharp economic recession after 2008 and the continuing financial austerity budgets of the UK government since 2010.

People

However, I argued at the end of both workshops that this fixation on budgets is misplaced. Yes, cash is scarce in public services. However, this is not the whole of the story –  cash in our budgets represents only one resource.

In particular, Wales is not short of the key resources of capable people, valuable buildings and equipment, or state-of-the-art ICT. However, these are not being used to maximum effect.

Let’s look at the fantastic people resource in Wales. The most common headline statistic is the unemployment rate but the real resource waste is NOT commonly headlined each month – the number of fit, active and willing people who are not registered as being in the workforce.  In 2016, this amounts to just short of a million people in Wales, about half of whom are between 16 – 64 years of age, and the other half are 65+.

The most talked about group amongst these million adults in Wales who are not ‘economically active’ is the over-65 group. We do not, however, talk about the fact that they are the largest group of experienced, educated and, for the most part, fit and healthy people that Wales has ever had on tap, as a ‘reserve army of the under-appreciated’ to do socially and economically useful things to improve their own wellbeing and that of their fellow citizens. No, not at all – we tend rather to talk about them as one of the ‘jaws of doom’, threatening to swallow up all our public sector resources, as they grow older, unhealthier and more needy. Are we actively seeking to help them to maximize their quality of life outcomes, and the way they help others to improve their quality of life? After all, research shows that people who are active, whether seeking the improvement of their own wellbeing or that of others, tend to have far more positive quality of life outcomes. The lack of a co-ordinated approach to this challenge is perhaps the biggest waste of resources in our modern resource-rich, ideas-poor society.

Buildings

We don’t just underuse our resource of people. Our housing is one third under-occupied (and a high proportion of these homes have only one resident, often lonely and isolated, quite often depressed).

Over 20% of our shops are empty, the floors above shops are very often empty, and our public buildings are often only partly occupied. Our leisure centres are largely empty in the mornings, our community centres are often empty in the afternoons and most of our schools are empty in the evenings, at weekends and during the holiday weeks. Our cars tend to empty all day (parked at work) and our public transport is largely empty most evenings.

Isn’t this inevitable? Aren’t these assets generally owned by someone who sees no reason to make them available to those who would most benefit from using them? Well, let’s start with the public sector – is there really any excuse for under-use of public assets when others are desperately looking for venues for events, rooms for meetings, addresses out of which to run their voluntary organisations, facilities for small scale printing jobs, etc? Let’s shift our gaze to the third sector – is there any justification for giving public grants or contracts to an organization which isn’t prepared to share its underused facilities (and volunteers) with others who are doing similar activities? And in the private sector, why not give tax relief to firms which can show a record of sharing staff and facilities with public or third sector organisations?

Assets

However, such approaches are only the tip of the iceberg of what could be done. More important than this organizational sharing is the potential for matching of citizens’ capabilities to potential users in the community. This is the dream ‘app’. For the moment, we only record the ‘needs’ which citizens bring to the public sector – not the capabilities they have and the strengths and resources they are willing to share. This is the greatest challenge facing public bodies as they address the issue of improving wellbeing in Wales.  Of course, co-production with citizens needs co-ordination by public bodies – this will need some spending, but it promises to liberate hugely more resource that it uses up.

In summary, the Wellbeing of Future Generations in Wales depends critically on getting the most out of our existing resources, and ensuring their future development and expansion. A resource-rich country where most of the resources are underused and decent people are wasting huge amounts of time in scrambling over small (and declining) cash budgets and grants is a sign of wrong government priorities. A fundamental rethink of how to match our abundant resources to the needs of the citizens of Wales is an urgent priority.