Trust and Shared Vision Theory and Practice Julie Rogers Head of Environmental and Customer Services.

Trust and Shared VisionTheory and Practice

Julie RogersHead of Environmental and Customer Services

Who are you in Partnership With?

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

Relationships and Trust Inter Organisation

75% Work

25% Relationship

Relationships and TrustIn Partnership

25% Work

75% Relationship

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

Building a Shared Vision

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

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

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.

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

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)

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)

Any questions?

Julie RogersHead of Environmental and Customer Services

Telephone: 01233 330856 Email: julie.rogers@ashford.gov.uk