Case Study: Sandwell MBC
Heavy bureaucracy, rigid hierarchical structures, silo mentalities, large numbers of unmotivated cynical people, public scorn. How is it possible to affect a dynamic change in the attitudes and behaviours of people in local government in 12 months?
Sandwell MBC in the West Midlands is one of the most deprived boroughs in the UK
In 2002, faced with the threat of a takeover from Central Government, it decided to invest its whole annual training budget in a training programme aimed at creating a complete cultural and behavioral change in the way the Council worked.
The YES Consultancy won the tender designing a specific training programme called ALL4ONE that involved a unique combination of personal effectiveness training and interactive theatre. Over a 6-month period nearly 6,000 of the 8,500 employees of the Council attended a one-day ALL4ONE session including everyone from the Chief Executive to the Grave Diggers and School Cross patrol Staff.
What were the results of the training programme?
The Council’s CPA scores have made the following improvements:
| Year | CPA Rating |
| 2007 | 2 Stars and improving strongly (4 out of 4) |
| 2006 | 1 Star and improving adequately (2 out of 4) |
| 2005 | 1 Star and improving adequately (2 out of 4) |
| 2004 | Fair |
| 2003 | Weak (Year of All4One) |
The programme received an unparalleled 88% total satisfaction rating from participants.
The Council’s Employee Satisfaction Survey taken at the end of the training showed positive trends in all areas,
The Council achieved “Investors in people” across the whole organisation in 2004.
Gained £350,000 in “Capacity Building” money from the Office of the Deputy Prime Minster
What is perhaps just as significant is that the culture changed.
How were these results achieved?
Research Phase (2 months)
In order to identify the key issues and barriers to change, a research phase started in January 2003 involving observation of over 500 meetings throughout the Council and 180 one to one interviews with citizens of Sandwell and with officers at every level of the organisation.
This research highlighted key barriers/attitudes that needed to be addressed such as “Them and us”; “I know best”; “Can’t do/ this is not my responsibility” and the need for the training to help the Council grow a culture that inspired a “Can Do” spirit and where people were clear about how they could make a real contribution to the overall purpose of the Council.
It also highlighted a real practical need to help the Council improve its work practices such as making the meetings work, simplifying and improving the processes (less red tape, less bureaucracy, focus on the customers rather than on the processes) increasing the quality of communications and improving the decision making processes…
Design of the Training (1 month)
An Interactive Theatre play was written and developed incorporating the information from the research, but crucially while this was not new what was innovative was that it was mixed with a dynamic training process intended to offer participants simple ways forward for each of the key issues.
Delivery of the training (7 months – 100 people per day, 4 days per week)
A Play
Participants arrived at the training day and watched the play that had been written and devised for them. The key issues illustrated in the play came out of interviews and witnessed conversations with approximately 700 people from across all areas of the council and so were relevant to each audience.
A training session
The play was followed by a discussion and then a brief training session helping participants identify what leads to their greatest sense of satisfaction and fulfilment at work. They were then taken through a number of exercises giving them tools to improve fundamental communication, creativity, and collaboration.
Change the play using the tools
Following this session the play was presented to them a second time, only now they were allowed to intervene with the action often replacing the central character to try out alternative ways of dealing with the situations and issues they face on a daily basis.
Through these dynamic and fun ‘rehearsals for reality’ it fast became obvious to the audience what worked and what doesn’t in solving their problems, so by the end of the session they were left with a practical "code of best practice" entirely tailored to their needs.
How much did it cost?
The programme was cost effective both in terms of time and money.
Traditional ‘class-room’ learning limits the number of attendees to around 25 for an effective session and to run a programme of this scale in a traditional “class room” way would take over four years. In terms of money cost for the training came out at £36 per person compared with a cost in excess of £180 per person for the traditional classroom approach.
How did we design in sustainability?
Through intervening with the play the audience changed both its behaviours and attitudes (the first two “musts” for sustainable change) and in watching other people’s interventions people taught themselves (the third “must” for sustainable change). In addition three other interventions supported sustainability:
1. Growing good practice through pilots - Alongside the programme, YES ran a number of in depth pilot schemes to improve effectiveness in the key areas highlighted in the research such as changing meeting structures, team development, the transfer of best practice and reward and recognition initiatives.
2. In-house facilitators training – At the culmination of the programme a number of in-house facilitators were trained to develop programmes to support and sustain the programme on an ongoing basis.
3. A Common Language - The programme gave Sandwell’s council employees a common language that is now used throughout the organisation. A language of positive possibility and solutions that affects everything which is being done on a day to day basis, from the way people talk with their customers and colleagues to the way reports are written or improvements plans implemented.
Summary
What’s the secret? Giving a critical mass of people the tools to overcome cynicism and negativity and letting them practice them in real time, helps them change the way they see the contribution they make on a daily basis and in turn enables an organisation to harness their power to change itself. It’s simple if you know how.
Below are some quotes illustrating the impact of the training:
“One key learning I take from the All4One day, is that my attitude to life/work can affect others (family, work colleagues or customers). One thing I commit to as a result of the All4One day is a more positive outlook in terms of my daily behaviours” (Team Manager, Education and Lifelong learning)
“The All4One Day showed that the problems we face on a day-to-day basis can be resolved by the people involved if they want to! We can all communicate, create and collaborate together.” (Finance officer, Policy and Corporate Governance).
“One key learning from the ALL4ONE day is that the glass is half full, not half empty.” (Purchasing manager, financial services)
“One key learning I take from the All4One day, is that working WITH people is better than FOR or AGAINST them.” (Education and strategy adviser, Education and Life Long Learning)
“One key learning I take from the All4One day, is that our actions can affect others greatly and have an impact on their lives. Let’s keep calm and be helpful/pleasant to all.” (Assistant coordinator, Social inclusion and health)
“One key learning I take from the All4One day, is that if I am a more positive person, then I may just influence or rub off on the people around me. In theory, if this works, the workplace, community and home life can be a lot more positive.” (Finance officer, direct services)
“One thing I commit to as a result of the ALL4ONE day is to praise at least once a day.” (Resource Manager, Social Inclusion and Health)
“The ALL4ONE Day was an eye opener. It helped me understand people’s problems” (Refuse Collector, Direct Services)
“One key learning I take from the All4One day, is that if other people’s negative attitude can bring me and others down, my positive attitude can also lift other team members. I will be aware and try to be uplifting to others.” (Social worker – social inclusion and health)
“One thing I commit to as a result of the ALL4ONE day training is to treat customers as I would like to be treated myself.” (Project coordinator, direct services)
“Very enjoyable and very thought provoking. Very well researched as the afternoon session mirrored day-to-day experiences. I hope all who attend get the same pleasure and use what they learn as I intend to do. Thanks” (Area housing manager, Direct and support services)
“One thing I commit to as a result of the ALL4ONE day is to concentrate on solutions rather than on problems.” (Legal assistant, Policy and Corporate Governance)
“In my 23 years at Sandwell, this is the first opportunity to demonstrably change the culture for the better” (Manager, Performance Management)
“Very enjoyable. Although it was a long day for training, the time passed quickly. The use of drama was very powerful – involving participants seemed to empower the group” (Qualified social worker, Social inclusion and health)
“Very good. Learnt quite a lot. Surprised by the way our behaviour affects other people. Thank you for a good insight into Customer Care. I really enjoyed it!” (Personal assistant, Education and Lifelong learning)