FOLD

Forum for Organisational Learning & Development - Working together to achieve excellence

What is the purpose of FOLD?

FOLD's purpose is to enhance organisational performance by:

  • Connecting staff to UCA's vision and mission
  • Empowering staff to learn, develop and achieve
  • Facilitating excellence in leadership and management

Elaine Thomas established FOLD in 2006 to address the leadership and cultural challenges of the post merger University College.  FOLD was tasked with responding to the issues identified through an in depth staff survey in a  way that reflected UCA's values.  FOLD's subsequent activities have all been driven by four key themes that emerged from the survey and were developed by Solution Finding Groups from across the organisation.  The themes are:

  • Effective Leadership
  • Effective Management
  • Good Communications
  • Reward and Recognition

Members of FOLD

FOLD Steering Group are Alan Cooke (Executive sponsor); Angela Fisher; Rosemary Lynch; Hilaire Graham; Richard Jones;  Sara Jackson; Francine Norris; Gillian Wilson.

What makes FOLD distinctive?

FOLD's unique and creative approach has engaged people across the organisation in transformational change.  The FOLD team achieves this by:

  • Challenging through openness and honesty
  • Bringing people together to find and implement solutions
  • Encouraging and recognising talent and helping staff to realise their potential
  • Taking an inclusive approach
  • Championing UCA Values and role modelling behaviours
  • Taking a multidisciplinary and non-hierarchical approach

What has FOLD achieved?

FOLD's first objective was to achieve the Investors in People (IiP) standard for the University College, which was awarded in 2007.  Since then, FOLD has:

  • Implemented a university wide Performance Development Review, linked to UCA's Strategic Plan
  • Developed a UCA Competency Framework linked to UCA's strategic objectives and values and integrated into the appraisal process
  • Developed an ILM (Institute of Leadership and Management) accredited Level 5 award for leadership and people management
  • Established the University's annual Leadership and Management Conference attended each year by over 100 managers from across UCA
  • Introduced the 'UCA Cafe' model for discussion and resolution of issues.  The model has been successfully applied in all areas of the organisation to facilitate debate
  • Recognised staff achievements through the annual Excellence in Leadership Awards
  • Introduced 360-degree feedback for UCA Executive and Senior Managers with feedback delivered by external coaches
  • Improved take-up of in-house training and development by both Academic and Professional Support Staff

What impact has FOLD had?

With its strong links to the university's vision, mission, values and strategic objectives, FOLD has been able to act as a key driver of cultural change.  The introduction of FOLD was timely for UCA.  Since the project was initiated, the institution has faced major organisational challenges, including a sustainability review designed to ensure the long-term financial viability of UCA and consultation on the possible closure of a UCA campus.  These events, coupled with the introduction of a new academic and professional support structure, have made effective leadership and communication more important than ever.

In October 2009, UCA undertook a second staff survey to assess how opinions had changed since the introduction of FOLD initiatives.  The survey, completed by a majority (56%) of UCA staff, showed:

  • A 7% increase in staff morale, despite major restructuring in 2009/10
  • A 12% increase in staff believing that the University encourages staff to be creative in their work
  • A 4% increase in overall staff satisfaction levels

In addition, 85% of staff said that they now understand how their role contributes to UCA's aims and objectives; 82% confirmed that they have positive relationships with colleagues and 74% indicated a high level of overall satisfaction with their line managers.

FOLD has worked closely with colleagues throughout the organisation to achieve this change and attributes the successful outcomes to:

  • basing the focus of activity on the key concerns of staff
  • involving staff from all parts of the University in the Solution Finding Groups driving FOLD's strategy
  • receiving a high-level of ownership and support from UCA's Executive 

Document 1: Presentation to the Board of Governors
Document 2: Report from the Solution Finding Groups