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Embedding a learning culture

Government | Learning and Development Strategy

Growth Needs Assessment

The Planning Inspectorate is an Executive Government Agency in the Department for Levelling Up, Housing and Communities. They deal with planning appeals, national infrastructure planning applications, examination of local plans and other planning and specialist casework in England. 

The Planning Inspectorate have an ambitious Learning and Development (L&D) strategy which is a major pillar of the ‘People Strategy’ and its ambition to become an employer of choice. They required a detailed and clear delivery plan for the next three years and Journey4 was appointed to support the development of the L&D Delivery Strategy and Resource plan and ensure that a learning culture becomes embedded across the organisation.

“Journey4 have provided excellent support in developing our plans to become a learning focussed organisation; bringing with them a wealth of knowledge, experience, pragmatism, drive and understanding to deliver a successful outcome.”

Learning & Development Manager, The Planning Inspectorate

Our approach

Working closely with the HR L&D Manager we engaged with Directors and Heads of Service across the organisation to understand the drivers for change and to benchmark where The Planning Inspectorate were in their journey to become a ‘Learning Organisation’. We applied our ‘Parallel Planning’ model to agree short, medium and long term objectives for each of the main priorities in the ‘People Strategy’ and ensured alignment the Customer and Digital strategies.

We completed a detailed stakeholder engagement process with Heads of Service and subject matter experts across the organisation to agree the activities required to deliver the L&D strategy and identify key dependencies and milestones. We used this information to develop a detailed 3-year delivery plan, with activities, timescales, resources and risks identified.

We produced a report covering the L&D priorities and how they will be delivered and the expected benefits. We consulted with the People Board throughout and the delivery and resource plans were approved by the Executive Team. Following approval we have supported the HR L&D Manager in setting up the programme governance, in accordance with the Project Management Delivery Process in readiness for the start of the ‘Execution’ phase of the project. This included Project Mandate, RAID Log and Communications Plan.

Impact of our Work

We created close working relationships with HR colleagues and focused on skills transfer to help build their capability and identify resources required to ensure the successful delivery of the plan. The budget for resources was approved and the L&D Manager has been able to begin recruitment for key roles.

Through engagement with the Executive Team, we have identified solutions to potential barriers to change across the organisation and agreed their role in leading a ‘Learning Organisation’.

We have engaged with stakeholders across the organisation, raising awareness of the L&D Strategy and the vision for learning and development and their role in ensuring the successful delivery of the plan.

The programme has been set up as part of the Change Management portfolio, ensuring good governance and visibility across the organisation.