Monthly Archives: October 2014

Hongian mas gyda Chynulliad Cenedlaethol Cymru

Craffu

Ers cynhadledd craffu llynedd, rydyn ni wedi bod yn cadw llygad ar beth sy’n digwydd ym maes craffu. Ym mis Rhagfyr rydyn ni’n cynnal seminar gyda’r Ganolfan Craffu Gyhoeddus a Grant Thornton ar lywodraethu da, felly mae fe wedi bod yn bwysig i ni gadw fyny gyda beth sy’n mynd ymlaen.

Mae sgyrsiau #scrusm ar Twitter wedi rhoi’r cyfle i ni glywed o fudiadau gwasanaethau cyhoeddus am beth maen nhw’n wneud. Un o’r dulliau sydd wedi cynhyrfu ni’r fwyaf yw defnydd Cynulliad Cenedlaethol Cymru o Google Hangouts.

National Assembly for Wales Google Hangout

Lluniau Google Hangout Cynulliad Cenedlaethol Cymru ar Flickr http://bit.ly/1wd3dwU

Wrth i gyfryngau cymdeithasol ddod yn fwy poblogaidd, mae gwasanaethau cyhoeddus wedi dechrau defnyddio nhw i ymgysylltu â’u cymunedau. Gan fod y defnydd o gyfryngau cymdeithasol yn rhad ac am ddim, mae yna gamsyniad bod y defnydd effeithiol ohonynt yn lot haws a chepach na dulliau traddodiadol. Ond dyw bod ar-lein yn ei hun, ac anfon neges bob nawr ac yn y man, ddim yn ddigon – rhaid i ni alluogi pobl i gymryd rhan.

A dyna pam rydw i wedi fy nghynhyrfu am ddefnydd Cynulliad Cenedlaethol Cymru o Google Hangouts. Roeddwn i fach yn amheus i ddechrau. Mae Google Plus wedi bod yn ddefnyddiol iawn i mi o ran gwaith (er enghraifft mae cymuned LocalGov Digital yn llawn syniadau digidol diddorol), ond sa i’n gallu dweud bod lot o bobl eraill ar y platfform.

Felly dyw Google Plus ddim cweit yn ticio’r blwch o ran mynd i bobl. Ond dyma le mae galluogi pobl i gymryd rhan yn dod mewn. Yn hytrach nag aros i bobl ddod iddyn nhw, fe wnaethon nhw weithio gyda phobl i’w helpu nhw i ddefnyddio’r dechnoleg fel bod nhw’n gallu cymryd rhan.

O ran y Hangout ar Addysg Uwch, roedd hyn yn golygu bod myfyrwyr o Gymru yn Lloegr neu’r Alban yn cael y cyfle i ddweud eu dweud am gyllid. Os doedden nhw ddim yn defnyddio Hangouts neu doedd dim cyfrif Google Plus ganddynt, roedd staff yn gweithio gyda nhw i ddod yn gyfarwydd â’r dechnoleg. Mae hyn yn wrthgyferbyniad llwyr â sut mae rhai cyrff yn anfon allan ychydig o drydar neu ddiweddariadau Facebook ac yn disgwyl i bobl dod atynt.

Mae hwn yn lot o waith, ond mae’r wybodaeth mae’r Cynulliad yn derbyn o’r Hangout yn lot fwy cyfoethog achos hynny. Gallwch glywed Jocelyn Davies AC a Julie Morgan AC yn trafod beth maen nhw wedi dysgu o’r Hangout yn y Audioboom uchod.

Mae fe hefyd yn werth gwylio’r fideo yma o Rhun Ap Iorwerth AC a Julie James AC yn siarad am ddefnyddio Hangouts i ymgysylltu ynghylch sgiliau STEM, a sut roedd cyfranogwyr yn fwy onest ac yn rhoi adborth mwy uniongyrchol nag mewn sesiwn tystiolaeth.

Beth sydd wedi dod i’r amlwg yw bod cyfranogiad cyhoeddus ar-lein da yn cymryd yr un faint o ymdrech ag ymgysylltu all-lein, ac os ydyn ni’n rhoi ymdrech mewn i wneud e’n dda, gallai gwella ansawdd ein gwaith.

Dyfrig

Agile programme and project management

Leading Programmes and Projects / Arwain Rhaglenni a Phrosiectau

As someone who has never been anywhere near a project management job, there was a lot for me to learn at our recent Leading Programmes and Projects Shared Learning Seminar.

Lately, I’ve seen the word ‘agile’ bandied around like nobody’s business. Many of the GovCamp Cymru discussions were about how Gov.UK had changed the way that people interact with public services, with the tax disk and DVLA in particular getting lots of praise. Having followed the development of Gov.UK as it’s looked to simplify online access to public services, I was interested to learn more about its Agile approach.

Fortunately for me, I facilitated James Scrimshire from AdaptAgility’s workshop on Servant Leadership and Agile project and programme management. I’d already read about some of James’ workshops on Chris Bolton’s blog, so I was looking forward to it. Unfortunately there wasn’t a game of Battleships this time, but the workshop was a great guide to Servant Leadership.

I was confronted with lots of new terms at the workshop, but what struck me was that these were developments of ideas that some public service projects are already considering as new ways of delivering public service projects. At the Good Practice Team, we clearly recognise there isn’t a one size fits all fits approach. But given how empowering this method is, it’s certainly worth a look.

What I particularly liked about Servant Leadership is the power dynamic, as it puts the needs of others first and helps people develop and perform. It’s at odds with the traditional role of the Manager, where they keep the power to themselves. Listening to James discuss the concept, it struck me how closely this is linked to good staff engagement. It builds on motivating staff and ensuring that their voices are heard.

James Scrimshire of/o AdaptAgility

James Scrimshire of AdaptAgility

The Scrum Master’s role is to remove barriers so that the team can deliver the project aims. Although Richard Wilson’s presentation wasn’t on Agile, I could draw direct links between his points on the need for managers to empower the workforce and the Agile philosophy.

In case you’re thinking that Agile is strictly for digital projects, this blog by the Ministry of Justice gives plenty of food for thought. This post offers lots of scope for putting it into practice, from organisational change to recruitment.

Having had no direct experience of leadership myself, this session helped redefine my understanding of good leadership. Strong leadership isn’t about power and control; it’s about enabling staff to improve their programmes and their projects.

Dyfrig

Rheoli rhaglenni a phrosiectau ystwyth

Leading Programmes and Projects / Arwain Rhaglenni a Phrosiectau

Fel rhywun syth byth wedi bod unrhyw le’n agos i reoli prosiect, roedd lot i mi ddysgu o’n seminar dysgu a rennir ar Arwain Rhaglenni a Phrosiectau.

Yn ddiweddar, rydw i wedi gweld y gair ‘ystwyth’ bron ym mhobman. Roedd lot o’r trafodaethau yn GovCamp Cymru ynglŷn â sut mae Gov.UK wedi newid y ffordd mae pobl yn rhyngweithio â gwasanaethau cyhoeddus, gyda’r ddisg treth a’r DVLA yn benodol yn cael lot o ganmoliaeth. Gan fy mod i wedi dilyn datblygiad Gov.UK a’i bwriad o symleiddio sut mae pobl yn defnyddio gwasanaethau cyhoeddus ar-lein, roedd gen i diddordeb i ddysgu mwy am y dull Ystwyth a gafodd ei ddefnyddio.

Yn ffodus i mi, fe wnes i hwyluso gweithdy James Scrimshire o AdaptAgility ar Arweinyddiaeth Gwas a rheoli rhaglen a phrosiect Ystwyth. Roeddwn i wedi darllen am rai o weithdai James ar blog Chris Bolton, felly roeddwn i’n edrych ymlaen atynt. Yn anffodus doedd dim gêm o Battleships y tro ‘ma, ond roedd y gweithdy’n llawn gwybodaeth ddefnyddiol ar Arweinyddiaeth Gwas.

Roedd yna lot o dermau newydd yn y gweithdy, ond beth wnaeth taro fi oedd bod rhain yn ddatblygiadau o syniadau sydd eisoes yn cael ei ystyried fel ffyrdd newydd o ddarparu prosiectau gwasanaethau cyhoeddus. Yn y tîm arfer da, ni’n cydnabod yn glir dyw’r un dull ddim yn addas i bawb. Ond o gofio sut mae’r dull yma’n grymuso pobl, mae’n sicr yn werth edrych arno.

Un o’r pethau wnes i hoffi mwyaf amdano Arweinyddiaeth Gwas oedd y ddeinamig pŵer, gan ei fod yn rhoi anghenion pobl eraill yn gyntaf ac yn helpu iddynt ddatblygu a chyflawni’u gwaith. Mae’n groes i rôl draddodiadol y rheolwr, ble maen nhw’n cadw’r pŵer i’w hun. Wrth i mi wrando ar James yn trafod y cysyniad, fe wnaeth e daro fi ei fod wedi’i gysylltu’n agos ag ymgysylltiad da gyda staff. Mae’r dull yn adeiladu ar ysgogi staff a sicrhau bod eu lleisiau nhw’n cael eu clywed.

James Scrimshire o AdaptAgility

James Scrimshire o AdaptAgility

Rôl y Meistr Sgrym yw cael gwared ar rwystrau fel bod y tîm yn gallu diwallu amcanion y prosiect. Er doedd cyflwyniad Richard Wilson ddim ar Reolaeth Ystwyth, roedd yna gysylltiadau uniongyrchol rhwng ei bwyntiau ar yr angen i reolwyr grymuso’r gweithlu a’r athroniaeth ystwyth.

Rhag ofn eich bod chi’n meddwl bod Rheolaeth Ystwyth jyst ar gyfer prosiectau digidol, mae’r blog yma gan y Weinyddiaeth Gyfiawnder yn rhoi digon i feddwl amdano. Mae’r blogbost yma’n rhoi lot o sgôp o’i roi ar waith, o newid sefydliadol i recriwtio.

Achos dydw i ddim wedi gael unrhyw brofiad uniongyrchol o arweinyddiaeth fy hunain, helpodd y sesiwn fi i ailddiffinio fy nealltwriaeth i o arweinyddiaeth dda. Dyw arweinyddiaeth gref ddim amdano bŵer; mae fe amdano alluogi staff i wella eu rhaglenni a’u prosiectau.

Dyfrig

March Madness session review

GovCamp Cymru

In this post Helia Phoenix from the National Assembly for Wales looks back over the ‘March Madness’ session at GovCamp Cymru. This session was run by Jo Carter from the Satori Lab, who has also blogged about the topic.

If you work in a busy, high-tempo team like I do, you’re often very busy ‘doing the job’. Budgeting for the year ahead should be one of the main focuses of your work, and you should revisit that plan throughout the year, making amendments to it as you go along. But some people don’t manage it as well as they might be able to. The session was attended by individuals from local authorities and housing associations, and we discussed how money is extremely tight in the public sector at the moment, so it’s more important than ever to be pragmatic with your budgeting. The group shared some good practice examples of how you could manage your budget.

Helia Phoenix at GovCamp Cymru / Helia Phoenix yn GovCamp Cymru

Photo by Sasha Taylor, available at http://bit.ly/1sFVNQ4 / Llun gan Sasha Taylor, ar gael o http://bit.ly/1sFVNQ4

There were two great examples that I came away with; one very simple, that anyone could achieve in their own team, and one a lot more elaborate that would require the support of your senior management.

1 – the simple solution. This came from Torfaen Council. Throughout the course of the year, this team operate by spending on business critical things, but they’ll also make a list of things they’d do if they come in with any cash at the end of the year (so upgrading their technology, perhaps buying new software, etc). Then, in February, if they find themselves with an underspend, they can use the money in that way. So they still fit into the ‘March Madness’ spending pattern, but they do it in a structured way that ensures they are using their money in the best way they can.

2 – the complex solution. Monmouthshire Council has a central pot of money that is used as an innovation fund. Departments that manage to save money and have an underspend at the end of the year put the money into that pot. Half is used for paying off debts, but the other half is made available for departments to pitch for. They put in ideas of projects that they wanted to run, and senior management would decide how the money was given out for those projects. This rewarded departments for good financial management, and also permitted them some freedom to try different ways of delivering their services that they might not otherwise have been able to try.

 

Helia Phoenix at GovCamp Cymru / Helia Phoenix at GovCamp Cymru

Photo by Sasha Taylor, available at http://bit.ly/1om3AUS / Llun gan Sasha Taylor, ar gael o http://bit.ly/1om3AUS

You might not be likely to persuade anyone in your organisation to do Solution 2, but Solution 1 is a really easy way of structuring spending so money is being used in the best possible way, and it’s really very easy to do. Anyone can do it.

– Helia

Adolygiad o sesiwn Miri Mawrth

GovCamp Cymru

Dyma blogbost gwadd gan Helia Phoenix o Gynulliad Cenedlaethol Cymru, sy’n edrych yn ôl dros sesiwn ‘Gwallgofrwydd Mawrth’ yn GovCamp Cymru. Cafodd y sesiwn ei redeg gan Jo Carter o’r Satori Lab, sydd hefyd wedi blogio am y pwnc.

Os ydych chi’n gweithio mewn tîm prysur fel fi, gyda phawb yn rhuthro i wneud eu gwaith, fe fyddwch chi’n wrthi’n brysur drwy’r dydd. Dylai cyllidebu am y flwyddyn i ddod fod yn un o brif flaenoriaethau eich gwaith, a dylech ailedrych ar y cynllun gydol y flwyddyn, gan wneud newidiadau fel bo angen. Ond dyw rhai pobl ddim yn ymdopi cystal ag y gallen nhw. Unigolion o awdurdodau lleol a chymdeithasau tai fu’n cymryd rhan yn y sesiwn, a buom yn trafod y prinder arian dybryd sydd yn y sector cyhoeddus ar hyn o bryd, sy’n golygu ei bod hi’n bwysicach nag erioed i gyllidebu’n gall. Rhannodd y grŵp enghreifftiau o arferion da o sut i reoli cyllideb.

Helia Phoenix at GovCamp Cymru / Helia Phoenix yn GovCamp Cymru

Photo by Sasha Taylor, available at http://bit.ly/1sFVNQ4 / Llun gan Sasha Taylor, ar gael o http://bit.ly/1sFVNQ4

Cafwyd dwy enghraifft ardderchog; un syml iawn, y gallai unrhyw un ei gyflawni yn eu tîm eu hunain, ac un arall llawer mwy cymhleth a fyddai’n gofyn am gymorth eich uwch reolwyr.

1 – yr ateb syml gan Gyngor Torfaen. Gydol y flwyddyn, mae’r tîm hwn yn gweithredu drwy wario ar bethau sy’n hanfodol i fusnes, ond mae hefyd yn gwneud rhestr o bethau y byddent yn eu gwneud pe bai arian i’w gael ar ddiwedd y flwyddyn (uwchraddio eu technoleg, prynu meddalwedd newydd efallai, ac ati). Yna, ym mis Chwefror, os yw’r tîm wedi tanwario, fe all ddefnyddio’r arian i wario ar bethau o’r fath. Felly, mae’r tîm yn dal i brofi patrwm gwario ‘Miri Mawrth’ ond mae’n gwneud hyn gyda threfn sy’n sicrhau ei fod yn defnyddio’r arian yn y ffordd orau bosibl.

2 – yr ateb cymhleth. Mae gan Gyngor Sir Fynwy gronfa ganolog o arian a ddefnyddir fel cronfa arloesi. Mae adrannau sy’n llwyddo i arbed arian ac sydd wedi tanwario ar ddiwedd y flwyddyn yn cyfrannu’r arian i’r gronfa honno. Defnyddir hanner yr arian i dalu dyledion, ond mae’r hanner arall ar gael i adrannau wneud cais amdano. Maent yn cyflwyno syniadau am brosiectau maent am eu cynnal, a bydd yr uwch reolwyr yn penderfynu sut i ddosbarthu’r arian i’r prosiectau hynny. Mae hyn yn gwobrwyo adrannau am drefniadau rheoli ariannol da, ac yn rhoi rhywfaint o ryddid iddynt arbrofi gyda gwahanol ddulliau o gyflawni eu gwasanaethau na fyddent wedi gallu rhoi cynnig arnynt fel arall o bosibl.

Helia Phoenix at GovCamp Cymru / Helia Phoenix at GovCamp Cymru

Photo by Sasha Taylor, available at http://bit.ly/1om3AUS / Llun gan Sasha Taylor, ar gael o http://bit.ly/1om3AUS

Efallai na lwyddwch chi i berswadio unrhyw un yn eich sefydliad i weithredu Ateb 2, ond mae Ateb 1 yn ffordd hawdd iawn o drefnu gwariant fel bo arian yn cael ei ddefnyddio yn y ffordd orau bosibl, ac mae’n hawdd iawn i’w wneud. Gall unrhyw un roi hyn ar waith.

– Helia

Reflecting on GovCamp Cymru

GovCamp Cymru

Even though I had never experienced an unconference, I still had a few preconceived ideas of what I might expect from GovCamp Cymru. I was intrigued as to how it might differ to what I call traditional broadcast conferences, where a few speakers share their views of a particular topic as part of a predetermined agenda.

My previous experience was turned completely on its head in a positive way. It was quite a liberating experience, watching and listening to a few people pitching a particular issue and then, the attendees making a decision with their feet as to which pitch they wanted to attend, and to help shape and share potential solutions.

I was also pleasantly surprised at the distances that some of the attendees had come from, with attendees in Wales travelling from as far west as St Davids and as far north as Bangor, and with others travelling from across the border from Liverpool and London.

At the beginning of GovCamp Cymru, attendees were asked who was attending a GovCamp event for the first time. By the old democratic process of a show of hands, about 70% of people were attending for the first time. So my preconceived idea that the event would be full of the usual suspects was blown away.

Have a listen to the experiences of a couple of other attendees.

There was a lot of sharing of ideas and different approaches. There certainly was a lot of ‘what’s your twitter handle, I’ll send you a link to what we were talking about’ kind of conversations. So the sharing was very instantaneous.

So, if you think of GovCamp Cymru as the coalition of the willing, I was quite intrigued as to what difference this event would make when we got back to our day jobs on Monday morning. One attendee even said ‘there’s Sunday first, and social media will enable some new conversations to start, others to continue and gain traction.’GovCamp Cymru

The following morning I read all tweets under the #gccy14 hashtag, where there were people thanking the organisers and sponsors of the event, evidence of attendees sharing more information and ideas, and people asking questions about certain sessions.

And that’s where I picked up more information about of the sessions I didn’t attend. Jo Carter of The Satori Lab had pitched about March Madness. She had already blogged about it and shared the very useful outputs.

So as a result, we’re going to share Jo’s blog to help promote her simple but very useful approach to the annual issue of end of year spend in public services. Several other attendees thought so too, so we’ll share those through our blog, which is evidence itself of GovCamp Cymru’s impact.

Ena