c 2 eaction plan
DESCRIPTION
efqmTRANSCRIPT
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Version 2010
ActionPlanTemplateforImprovementProjects
TheEFQMLevelsofExcellenceScheme
COMMITTED TO EXCELLENCE
ACTION PLAN TEMPLATE
FOR IMPROVEMENT PROJECTS
North Ayrshire Council
2009 EFQM
No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means (be this electronically, mechanically, through photocopy or recording, or otherwise) without either the prior written permission of, or a license permitting restricted copying and use for a third party, from the publisher.
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ORGANISATIONDETAILS
NameofOrganisation
NorthAyrshireCouncil
Address
CunninghameHouse
Irvine
KA128EE
ContactPerson
SteveCloete,PolicyandPerformanceOfficer
TelephoneNumber
01294324160
FaxNumber
01294324144
EmailAddress
PlanneddateforValidationvisit(usually69monthsafterformalapplication)
23/5/2012
PleaserefertotheGuideforApplicantsforadviceonhowtocompletethisplanleasenote:
YourActionPlanshould:
BeinEnglish Havenumberedpages Notexceed15pages(includingthispage) Itshouldbetypedandthefontsizemustnotbelessthan10 Retainthesamestructureofthetablesandmarginsprovided
In case you have questions, or require assistance with completing your template, please contact:
EFQMLevelsofExcellenceTeamLeader:+3227753519
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Part 1: Information about your Self Assessment (SA)
DateofyourSelfAssessment
Workshop127/11/2010
Workshop26/4/2011
DidyouuseanExternalFacilitator? YesMrGMcCallum
DirectorofBusinessExcellenceQualityScotland
MethodofAssessment
Brieflydescribethe
methodusedforyourSelfAssessment howtheSAwasconducted whoparticipatedattheSAexerciseNorth Ayrshire Councils extended Corporate Management Team(eCMT)completedtheCouncilwidePSIFselfassessment.Theprocesseswereasfollows:
Stage 1: A workshop which set out the context, scope, scoringmechanism,questionsetandevidencegatheringrequirements.Stage 2: Evidence gathering, scoring and identifying areas forimprovement by eCMT. The process used a set of questions thathavebeendesigned to challengeperformance. Thequestionshadbeen selected from the PSIF question set to suit the Councilsoperating context. The eCMT was supported by staff who arequalified European Foundation for Quality Management (EFQM)assessors.Stage3:Aconsensusworkshop.This involved the eCMT providing feedback from the evidencegathering exercise on scores and areas for improvement and thecommencementofshapingacorporateimprovementplan.
Stage4: Finalising theCouncil's corporate improvementplan.Thisprocess included the eCMT prioritising the strategic areas forimprovement identified and agreeing a core set of corporateimprovementactions.
Whatwerethe lessons learntwhichcould help to improve yourapproachtoSA.
TheCouncilsSelfassessmentStrategyapprovedbytheCouncilonthe30August2011indicatedthattheCouncilshouldundertakeasecondCouncilwideselfassessmentin2013asapreludetomeetingits2014visionasstatedinthePerformanceManagementstrategy.
Inaddition,considerationwillbegiventoincludingElectedMembersinfutureCouncilwideexercisescheduledfor2012/13
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Part 2a: The outcome of your Self-Assessment What Strengths were identified?
Listbelow2ofthemostrelevantstrengthsbasedontheEFQMExcellenceModelcriterionbelow.
ModelCriterion
Strengths
1.1 APartnershipapproachwastakentodevelopingtheNorthAyrshireCPPSOALeadership
1.2 TherecentlyappointedChiefExecutiveandrevisedmanagementstructure,alongwithinvolvementofElectedMembersinthechangeprogramme,areclearlyfocussedonmeetingcurrentandfuturechallengesfacingtheCouncil.
2.1 Theselfassessmentandstrategydevelopmentcapacityinsomeservice(Education,Housing)Strategy
2.2 ThePeoplesPanelprovidesarobustrepresentationofpeoplesperceptions
Thereisadevelopingapproachtocommunicatingkeymessagesandmanagingtheimage
3.1 TheCouncilhasinplacearesearchedandintegratedWorkforceStrategywithspecificmeasurableprojectoutcomes.Thisisadaptedaccordingtoeconomicchanges.
People
3.2 KeyoutcomessuchassicknessAbsence,PDRachievementandtheWorkforceStrategyarereportedandsupportedbyCMTandCouncilmembersthroughtheScrutinyCommittee
4.1 WhentheCouncilundertakespartnershiparrangementstheCounciltakeonboardthegovernanceandclearlinesofaccountabilityassumptionsaremadeinrelationtofinanceandresourcesinthejointprovisionofservices.
Partnerships
&Resources4.2 ThereistotaltransparencyinthebudgetprocessandextensiveconsultationandengagementwithElectedMembers.
5.1 ServiceStandardsareinplaceforsomeservices,andpublishedonthewebsite.
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Processes,Products&Services
5.2 TheCustomerServiceWorkstreamandCustomerServicesForumareanalysinghowcustomerservicescanbeimprovedtomeettheneedofcustomers
6.1 ThereisevidencewithinsomeServicesatlookingatcustomerperceptions.CustomerResults
6.2 Thereisongoingmonitoringthroughlisteningandlearning,oftimetakentodealwithcomplaints.AnAnnualreportisproducedwithanalysisofcomplaints,andsomeevidenceofactiontakenasaresultofthem.
7.1 ThereissomeevidencewithinservicesandtheCouncilofvariousstaffsurveysbeingundertaken.RE
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PeopleResults
7.2 ThereissomemanagementinformationavailableacrossarangeofareastocapturePeopleResults.
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ModelCriterion
Strengths
8.1 ThereisevidencetosuggestCommunityperceptionindicatorsarebeingassessedandmonitored:Peoples'Panelperceptionresults;ethicalbehavioure.g.fairtradepolicyInternalindicatorsoncommunityimpact:SOAindicators;sustainabilityandrecyclingtargets.
SocietyResults
8.2 IntermsofsustainabilityofresourcesaStrategyandPlanforCarbonManagementexists.
KeyResults 9.1 Thereissomeevidenceofarangeofmeasuresinplacewhichshowtrendsovertimeandbenchmarkingagainstotherauthorities.
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Part 2b: The outcome of your Self-Assessment What Areas for Improvement were identified?
Listbelow2ofthemostrelevantAreasforImprovementbasedontheEFQMExcellenceModelcriterionbelow.(AppendixCMTreportasat9/11/2010)
ModelCriterion
AreasforImprovement
1.1 ImplementastructuredapproachtoeCMTdevelopment.Leadership
1.2 DevelopandimplementarevisedexternalandinternalCommunicationsStrategytosupporttheCouncilsambitions
2.1 Reviewandreviseasappropriatethearrangementsforperformancereportingtothepublic.Strategy
2.2 StrengthenstrategicplanningandbudgetingprocessesincludingfurtheridentificationofunitcostsforcoreandadditionalservicestolinkwiththeChangeAgenda.
3.1 Developandimplementupdatedemployeerecognitionstrategy.People
3.2 Introduceastructuredapproachtoemployeesurveys.
4.1 Developasetofprinciplesandframeworkforeffectivepartnershipworkingincludingperformanceindicatorstomeasureoveralleffectiveness.Partnerships
&Resources 4.2 UndertakeagovernancereviewoftheCommunityPlanningPartnershiptofurtherimproveitseffectivenessandsecureincreasedElectedMemberinvolvement.
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Processes,Products&Services
5.1 Developandimplementshortandmedium/longtermchangeprogrammetorealisetherequiredefficiencysavings.
6.1 AdoptaCustomerFirstApproachwhichwillprovidemoreappropriatemeasurementandalsosupportbenchmarkingCustomerResults
6.2 ImplementanewsetofperformancemeasuresacrosstheCouncil,supportedbynewsystemsforcapturingrelevantdata(CRMsystemandQmaticManagementInformationSystem)
7.1 IntroduceaproportionateCouncilwidestaffsurveyassessmentincludingconsultingregularlywithstafftoassessimpactofchange/improvementactivitiesonculture
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PeopleResults
7.2 Considerarangeofpeoplemeasuresthatcanbecreatedatcorporateandreplicatedatservicelevelstoenablebenchmarkingacrossawiderangeofpeopleresults.
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8.1 DevelopaprocesstobuildonthecurrentassessmentusedtomonitorandassessthepublicsopinionsandperceptionsSocietyResults
8.2 DevelopasetofmeasurestoprovideaholisticpictureofthecommunitiesperceptionoftheCouncil
KeyResults 9.1 DeveloparangeofmeasuresincludingthatwithafocusonEducationalAchievement,Poverty,VulnerablePeople,RegenerationandEfficienciesincludingrevenueandcapitalspendtoprovideaclearandaccuratepictureoftheCouncilsperformance.
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Part3:PrioritisingyourareasforimprovementHowwillyoudeterminetheimportanceofanimprovementproject?
YoumayuseanymethodyouarecomfortablewithtoprioritiseyourAreasforImprovement.Youarerequiredtobrieflydescribehowyoudoitandtheoutputitgenerates.TheApplicantGuideprovidesyouwithideasonhowthiscanbedone.
BrieflydescribeyourprioritisationcriteriaandhowyouprioritisedyourAreasforImprovement:(AFI)
StepOneAllareasforimprovementwereassessedbyusingthefollowingcriteria:
Impact(High/Medium/Low) EaseofImplementation(Easy/Neutral/Difficult) Leverage(Yes,No).
Step2AllmembersoftheCMTreviewedeachAreaforImprovement(AFI)andprovidedanindividualprioritisation(14).
Step3TheCMTassessedtheprioritiesandindicatedagrouppriority.
Step4EachAFIwasthenapprovedbytheElectedMembers.
Outcome:AlistofyourTop3improvementprojects.
ImprovementProjects
Project1 Title:ImplementastructuredapproachtoextendedCorporateManagementTeam(eCMT)development
Project2
Title:ProduceaCouncilAnnualReport2010/11whichprovidesinformationontheCouncil'sperformanceinausefulandunderstandableform.
Project3
Title:Developandimplementshortandmedium/longtermchangeprogrammestorealisetherequiredefficiencysavings.
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Part4:Impactandrelevanceofyourimprovementprojects
Projects Howisitrelevanttoyourorganisationandhowdoesitserveyourstrategy?
WhatimpactwillithaveonyourOrganisationalGoals,PerformanceResultsorBusinessPlan?
HowdoesitcontributetoorsupportotherorganisationalApproaches?
Project1TheCouncilsEmployeeDevelopmentPolicyaimsto:1. EnsurethatCouncilemployeesatalllevelsare
adequatelytrainedandappropriatelyqualifiedinordertomeettherequirementsoftheSingleOutcomeAgreement(SOA)andassociatedcurrentandanticipatedserviceneeds.
2. Toachievethepolicythereisaworkforcestrategywhichobjectivesaretopromotethedevelopmentofacultureofhighperformance,innovationandcontinuousimprovementthatiscustomeroriented.
3. TheeCMTStrategicLeadershipProgrammecompletesthesuiteofdevelopmentprogrammesfortheCouncilsManagersbyaddingtotheInstituteofLeadershipandManagement(ILM)programmeforfirstlinemanagersandtheCouncil'scoremanagementdevelopmentprogrammeaimedatmiddleandseniormanagers.
ThedeliveryoftheprojectwillensurethatNorthAyrshireCouncilmaximisesthebenefitsfromitsmostimportantassetitemployees.AlongertermobjectiveoftheprojectistoworktowardstheCouncilbecomingrecognisedasanemployerofchoice.TheCorporateWorkforceStrategywasrevisedinFebruary2009toensuretheaimsoftheoverallStrategyweredirectlylinkedtotheCouncilPlanobjectivethattheCouncilemploysandmaintainsaskilledworkforcewhichiscustomerfocussedperformanceorientedandcapableofimprovingthedeliveryofservicestothelocalcommunitiesinNorthAyrshire.
During2011theWorkforceStrategywasamendedandrenamedtheOrganisationalDevelopmentStrategytosupporttheCouncil'stransformationalchangeprogrammeTheCouncilhasclearaspirationstoofferabetterlife,betterservicesandbetteropportunitiesforthepeopleofNorthAyrshireandworksinpartnershipwithotherorganisationstodeliverthisgoal.
ThisrequirestheCounciltoembraceandmanagethechangeforfuturesuccessthroughthe:
continuousrightsizingoftheworkforce, developmentofourpeople,systemsandprocesses, findingsmartsolutions,sothatwecanbecomea
leaner,moreinnovativeandflexibleorganisationwhichhasthecapacityandrelevantskillsandknowledgetodeliverservicestolocalcommunities.
Project2TheCouncilhasastrategicapproachtoPublicPerformanceReportingtoensureitisplanned,systematic,monitoredandreviewed.Thereareanumberofkeyissueswhichsupportthisframework.ThePerformanceReportingisprovidedinamannerwhichengagesstakeholdersintheimprovementprocessbyprovidinganhonestandbalancedpictureofperformance,includingperformancemeasureswhichareappropriateforPublicPerformanceReporting
TheCouncilhas threeprinciplesofPublicPerformanceReportingwhichinclude: TheCouncil'scultureandpracticesshould
promoteeffectiveandstakeholderfocusedpublicperformancereporting.
TheCouncilshoulddemonstratethatithas
arrangementsinplacetomeetallstatutoryrequirementsandsupporteffectivepublicperformancereporting.
TheCouncil'spublicperformancereportsshould
providegoodqualityinformationforeffective
TheCouncilspublicreportingisintegratedintotheperformancemanagementframeworkandtheperformanceinformationmanagementarrangementsandcomplementstheCouncil'sCommunicationsStrategy.TheCommunicationsStrategyaimsto: EnsuretheCouncilsoperations,priorities,core
objectives,values,ambitionsandchallengesarebetterunderstood,bothexternallyandinternally
ImproveinternalcommunicationsacrossallServiceareasbyestablishingamoreproactive,structuredandstrategicapproachtoensuringeffective,efficientandtimelycascadingofinformationtostaff
Encourageandfacilitatefeedbackfromourkeytargetaudiencesinordertohelpshapefutureservice
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Projects Howisitrelevanttoyourorganisationandhowdoesitserveyourstrategy?
WhatimpactwillithaveonyourOrganisationalGoals,PerformanceResultsorBusinessPlan?
How doesitcontributetoorsupportotherorganisationalApproaches?
publicaccountability
developmentandensurecontinuousimprovementofservicedelivery
EnhanceNorthAyrshireCouncilsreputationandpublicimageasanefficient,effective,ethical,reputable,sustainableandinnovativelocalauthority
PromoteNorthAyrshireasaleadinglocationfordoingbusinessandagreatplacetolive,work,visitandinvestin
PrioritiseourcommunicationsinlinewiththeCouncilsfourcoreobjectivesasstatedintheNorthAyrshireCouncilPlan
Project3 Duringthe2010/11budgetsettingprocess,MemberswerealertedtothesubstantialfinancialpressurestheCouncilfacesoverthenextthreeyearsandbeyond.Servicesareexpectedtodomore,byprovidingbetterservices,whilstthebudgetsarebeingreduced.
TheScottishGovernmentconductedacomprehensivespendingreviewtowardstheendof2009anditwasindicatedthatNorthAyrshireCouncilwouldhavetomakeefficiencysavingsofupto25%.
Thecurrenteconomicrecessionalsohashadaradicalimpactontheresourcesavailabletolocalgovernmentmanagersfortheforeseeablefuture.ThustheChangeProgrammeiscriticaltoensuringtheCouncilisabletodeveloptheorganisationinlinefromastableandfinanciallysoundposition.
Forthe2012/13budgetingServiceswererequiredtoidentifyoptionsforachieving20.776mofsavingsfortheperiod2012/14.Savingstotalling7.458movertheperiod2012/15havealreadybeen
TheChangeProgrammewascreatedtoeffectCouncilwidetransformationalchangetoaddressunavoidabledemographicandfinancialpressure.
InadditiontheprogrammeisdesignedtosupporttheScottishGovernmentsfiveyearprogramme"RenewingScotland'sPublicServices:PrioritiesforReforminResponsetotheChristieCommissionwhichisbuilton"fourpillars"ofpublicservicereform,namely:
adecisiveshifttowardsprevention greaterintegrationofpublicservicesata
locallevel,drivenbybetterpartnership,collaborationandeffectivelocaldelivery
greaterinvestmentinthepeoplewhodelivertheservicesthroughenhancedworkforcedevelopmentandeffectiveleadership;and
asharpfocusonimprovingperformance,throughgreatertransparency,innovationanduseofdigitaltechnology.
FinancialStrategyTheCouncil'sInterimFinancialStrategy201116isfirmlyalignedtotheChangeProgramme.Workhasbeguntodeveloparollingfiveyearfinancialplanningmodelthatrecognises,andissensitiveto,keyinfluencesonfutureincomeandexpenditure.PerformanceManagementStrategyThePerformanceManagementStrategy201215ensuresthattheCouncil'shasinplacetheappropriatesystemandaperformancecultureisembeddedacrosstheCouncil.Furtherinvestmentinselfassessmentwillhelptosustainrecentimprovements.ICTStrategyTheICTStrategy201116hasbeenreassessedinlinewiththeoutcomeoftheSupportingServicesreview.Localism/Partnership/CollaborationAspartoftheChangeProgramme,theCouncilhasbeenlookingatwaysofengagingwiththeThirdSectorandsocialenterprisestoexamineopportunitiesformorejointworking.JointWorkingProgresshasbeenontheeffortstomoveforwardPanAyrshireSharedServicesOrganisationalDevelopmentStrategy/SkillsandKnowledgeTransfer
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Projects Howisitrelevanttoyourorganisationandhowdoesitserveyourstrategy?
WhatimpactwillithaveonyourOrganisationalGoals,PerformanceResultsorBusinessPlan?
HowdoesitcontributetoorsupportotherorganisationalApproaches?
approved.Inadditionfurtherefficiencyoptionstotalling14.686mfor2012/15havebeenidentifiedbyServices.
WorkstreamswithintheChangeProgrammecollectivelyhaveidentifiedpotentialsavingsof>9moverthreeyears,withthatfigurerisingoveratenyearperiod.Inaddition,theimpactwillbethattransformationalchangesareinplaceacrossallCouncilServices.
Thestrategysupportsthetransformationalchangeprogramme.CommunicationsStrategyACommunicationsStrategy201215whichrecognisesthevitalroleofeffectivecommunicationsinsupportingandfacilitatingtransformationactivity.
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Part 5: Planning of Improvement Projects
A
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Project KeyMilestones ProjectOwnerExpected
completiondateGanttChartofActivities Status
J F M A M J J A S O N D
1ImplementastructuredapproachtoeCMTdevelopment.
TeamManagerHumanResources
November2013 Green
1.1DevelopoutlineprogrammeandprocureproviderCompleted
May2011 Green
1.2FinaliseprogrammeandlaunchprogrammetoCMTandChiefOfficers.(Year1)Completed
July2011 Green
1.3Monitordeliveryandevaluatecontentofmodules,inpreparationforextensionofthisprogrammetoSeniorManagerslaterin2012
Ongoing Green
2ProduceaCouncilAnnualReport2010/11whichprovidesinformationontheCouncil'sperformanceinausefulandunderstandableform.
GeneralManagerPolicyandServiceReform
September2011
ProjectplanapprovedbyCMT 2/2/2011
Green
Obtaininformationfrom2010/11ServicePerformancereports
30/5/2011 Green
DraftreporttoCMTforapproval 17/8/2011
Green
FinalreportapprovedbyExecutive 13/9/2011
Green
Publicationofreport 30/9/2011
Green
3Developandimplementshortandmedium/longtermchangeprogrammes.
GeneralManagerPolicyandServiceReform
March2013andbeyond
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Project KeyMilestones ProjectOwnerExpected
completiondateGanttChartofActivities Status
J F M A M J J A S O N D
OverarchingProgrammeSteer
DevelopmentofCouncilVision
DescribethefutureCouncil
Planandkickoffpilotactivity
AggregateBusinessCases
OptionsAppraisalWaste,StreetSceneandRoads
EducationConcept
Status
Red=deploymentnotontarget
Amber=notyetduetostart/inprogressanddeploymentontarget
Green=OnTarget
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Part 6: Improvement Project 1
A Title:ImplementastructuredapproachtoextendedCorporateManagementTeamdevelopment.
B Ownerof theAction:
TeamManagerHumanResources
C DateforFull Deployment:
May2013
D MainModelCriterionimpacted:
Leadership
Redz Amber z Green z E CurrentStatusasof(insertmonthandyear):Quarter32011/12(asat31/12/2011)
ProjectDescription
ImplementastructuredapproachtoextendedCorporateManagementTeam(eCMT)development.
F RESULTS
Whatmeasuresandtargetswillyouusetoensuretheimprovementhasbeenfullydeployed?
BytheendofMay2013,theeCMTwillhavecompletedalldeliveredmodules. Thisprogrammewillbeevaluatedonan ongoing basis via post reaction questionnaires andfeedback from the individual delegates. Monitoringmeetings are also in placewith the Tutors to ensure fullbenefit is being gained from the content that is beingdelivered.
Whatmeasuresandtargetswillyouusetoensuretheimprovementhasbeensuccessful?
Duringtheprogramme,collaborativeworkingoftheeCMTwillbedeployedintheformoftheintroductionofaneCMTmeeting,collaborationoncrossserviceprojects,sharingofgoodpracticeetc.
Anecdotalfeedbackaftertwomodulesistheprogrammeisrelevantandhasbeenwellreceived
G APPROACH
Describetheprojectandwhyitisnecessary
Theselfassessmentidentifiedarequirementfortheorganisationtounderstand,developandevolveourorganisationalstyle,bydevelopingleadershipatalllevels.Keystrandsofthisthemeare:
Continuetheleadershipdevelopmentprogrammesforfirstlineandmiddlemanagers Implementastrategicleadershipdevelopmentprogrammeforourseniormanagementteams. Enhanceleadershipdevelopmentbyintroducingcoaching,mentoringandnetworkingsystems Promoteacultureofstrategicthinking PromotemorejointworkingbetweenElectedMembersandofficers Encouragecrossservicecollaborationandpartnershipworking
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TheoutcomeoftheprogrammeisenhancedleadershipcapabilitiesandcompetenciesofCorporateDirectors,HeadsofServiceandpotentiallyseniormanagersinNorthAyrshireCouncil.Itfocusesonthedevelopmentofbehaviours,skills,attitudesandaptitudescriticaltostrategicleadershipcapabilityandperformance.Eachmoduleoffersacombinationoftheory,reflectivelearningandpracticalapplication,wheredelegatesindividuallyandcollectivelylinkandapplythelearningtotherealchallengesandopportunitiestheyfaceintheirworkinglives.ThelearningisalignedtotheChiefOfficerscompetencyframework.Particularemphasisisplaceduponsharedlearning,thepoolingofknowledgeandexperience,therebyensuringtheoutputsfromeachmodulearehighlyrelevantandmeaningfultothecontextoforganisationallifeandpressures.Thisdistinguishesthisprogrammefromotherpubliccourses.Thereareatotalof8modules,eachofonedaydurationwiththeexceptionofthefirsttwodaymodule.Eachmodulecanbeadapted,suchthatthecontentreflectsthechallengestheteamisfacing.
H DEPLOYMENT
Describe
Howitwillbeimplemented Whereitwillbeimplemented Whocontributestotheimplementation
Anextensiveprocurementprocesswascarriedoutandthecontractfordeliveryofthestrategicleadershipdevelopmentprogrammehasbeenawarded toTheKeilCentre. Inaddition,asubstantialamountofwork tookplacebetween theCouncilsCorporateLearning&DevelopmentserviceandtheKeilCentretodesignthecontentofthedeliveredmodules.TheHighImpactLeadershipwasscheduledtobelaunchedinAugust2011.Theprojectwasdeliveredslightlyaheadofscheduleasthelaunchtookplaceon5thJuly2011withabriefingtotheeCMT.ThereafteralloftheeCMTwereprovidedwithtwopsychometrictestswhichtheyhadtocompleteby5thAugust2011.Followingthecompletionofthetests,two121sessionswereconducted.Thefirstonebeingafeedbacksession,whichtookplace inmidAugust, in relation to thepsychometrics,and the secondonebeingadevelopmentactionplanningsession,whichtookplacemidSeptember.Following thecompletionof theabove, thedeliveryof themodulescommencedon the5thofOctober2011withalldatesfortheprogrammedeliverysetandscheduledintoeCMTdiaries.The first phase is currently being delivered to the Council's eCMT and will be rolled out, in phase two, to seniormanagers.ThisisplannedtocommenceinNovember2012andwillbecompletebyMay2013.
I ASSESSMENTANDREFINEMENT
Describehowyouwill
Monitorandrecordprogressagainstplan Identifyandrecordlearningpoints MonitorprogressagainstmeasureslistedinI
Result
ThefirststageiscurrentlybeingevaluatedandreviewedtoinformPhaseTwooftheprogrammewhichbeginsinNovember2012.
ModuleoneoftheprogrammehasbeendesigneddeliveredandevaluatedandwillinformPhaseTwooftheprogramme.Thiswillcontinueforeachmodulethroughouttheprogramme.
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Part 6: Improvement Project 2
A Title:Reviewandreviseasappropriatethearrangementsforperformancereportingtothepublic,
B Ownerof theAction:
GeneralManagerPolicyandServiceReform
C DateforFull Deployment:
31/9/2011
D MainModelCriterionimpacted:
Processes,ProductsandServices
Redz Amber z Green z E CurrentStatusasof31/9/2011
ProjectDescription
ThedevelopmentofaCouncilAnnualPerformanceReport2010/11
F RESULTS
Whatmeasuresandtargetswillyouusetoensuretheimprovementhasbeenfullydeployed?
By30/9/2011aWebbasedAnnualReportwithsignpostingbyotherelectronicmeans(e.g.texting;libraryplasmascreens);presspublicnoticeswiththeofferofhardcopiesonrequesthadbeendeveloped.
Whatmeasuresandtargetswillyouusetoensuretheimprovementhasbeensuccessful?
TheCouncilagreedonthe23November2010aCodeofCorporateGovernanceandthisprovidedforthepublicationofanannualreportonatimelybasistocommunicatetheCouncilsactivitiesandachievements,itsfinancialpositionandperformance
G APPROACH
Describetheprojectandwhyitisnecessary
TheselfassessmentidentifiedagapinthattheCouncilsapproachtopublicperformancereporting(PPR)inthattherewaslimitedevidencetodemonstratethat:
TheleadershipoftheorganisationensurestheimportanceofPPRisembraced,understoodandestablishedthroughouttheorganisationaspartoftheorganisationsculture
Theorganisationsarrangementsfullyencompasstheaimsofstatutorydutiesandrecognisedguidanceandconsistentlyexceedtheseexpectations
Theorganisationsperformanceinformationmanagementarrangementsarewelldevelopedandpublicperformancereportingiscloselyintegratedintotheperformancemanagementsystem
Performanceinformationispresentedinplainlanguage,useofjargonisavoided,andwithappropriateuseofsimplediagrams,graphsillustrationsandsymbolstoassiststakeholdersunderstand
Inaddition,therewaslittleevidencethatcollectivelytheorganisationsPPRprovidesstakeholderswithabroadpicture
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oftheperformanceoftheorganisationincludingtheeffectiveuseofcomparators
H DEPLOYMENT
Describe
Howitwillbeimplemented Whereitwillbeimplemented Whocontributestotheimplementation
Aspecificcrossserviceprojectteamwasappointedwhoseoutputswereto:
ProduceaCouncilAnnualReport2010/11whichincorporatesallstatutoryreportingrequirementsandprovidesinformationontheCouncil'sperformanceinausefulandunderstandableform
Provideaplannedandcoordinatedapproachtostrategicpublicreportingtodemonstrateprogressivegoodpractice
DevelopguidanceandappropriatetrainingtostaffinproducingthePublicPerformanceReport Encouragestakeholderawarenessandinterestinperformanceinformation Developmonitoringandreviewingprocesstoensurethatadvancedandeffectiveapproachesforproviding
relevantandtimelyinformationisused
Inaddition,thepublicationofthecomprehensiveCouncilAnnualPerformanceReportwasdesignedtouseacombinationofcommunicationchannelsandisanintegralcomponentofNorthAyrshirePerforms.
I ASSESSMENTANDREFINEMENT
Describehowyouwill
Monitorandrecordprogressagainstplan Identifyandrecordlearningpoints MonitorprogressagainstmeasureslistedinI
Result
Aprojectplanwasdeveloped.Projectmeetingswereheldfrequentlyandtowardstheendoftheprojectthesebecamemorefrequent.
ReviewofexemplarreportsincludingvisittoEastAyrshireCouncil30/01/2011
ProjectPlanapprovedbyeCMT02/02/2011 Obtaininformationfrom2010/11ServicePerformance
reports30/5/2011 ObtainInformationfrom2010/11SOAfinalreport
30/06/2011 1stdraftreportcompleted5/08/2011 DraftreporttoeCMTforapproval31/08/2011 NorthAyrshirePerforms2010/11GoLive FinalreportapprovedbyExecutive27/9/2011 PublicationofPublicPerformanceReport30/9/2011 ReportreviewedbyScrutinyCommittee10/10/2011 ProjectReview30/10/2011InadditiontotheProjectPlantheeCMTwereconsultedonthedraftAnnualReportandtheirviewswerefactoredintoit.
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Part 6: Improvement Project 3
A Title:Developandimplementshortandmedium/longtermchangeprogrammetorealisetherequiredefficiencysavings.
B Ownerof theAction:
GeneralManager,ChiefExecutivesService.(PolicyandServiceReform)
C DateforFull Deployment:
31/3/2013andbeyond
D MainModelCriterionimpacted:
PartnershipandResources
Redz Amber z Green z E CurrentStatusasof31/12/2011(insertmonthandyear):
ProjectDescription:Developandimplementshortandmedium/longtermchangeprogrammestorealisetherequiredefficiencysavings.
F RESULTS
Whatmeasuresandtargetswillyouusetoensuretheimprovementhasbeenfullydeployed?
InitiallytheChangeProgrammeaimwastosecurea20%savingsvaluedat4045moverthreeyears.
InMay2011theupdatedbudgetstrategyfor2012/13to2013/14indicatedthesavingscouldbemoretargetedandsomekeyserviceareasweregivenareducedtargetof12.5%fromtheoriginalsavingstargetof20%.
Asatthe30/11/2011therehasbeen4.461mofsavingfromearlydeliveryofanumberofefficiencyinitiatives.InadditiontheCouncilsrevenuebudgetis2.191munderspend,0.6%ofthenetbudget;asaresultofactualspendbeinglessthanthatanticipatedwhentheoriginalbudgetwasestablished.
Intotalanetinyearunderspendof7.221misanticipatedin2011/12andtheseefficienciesarebeinggeneratedacrossallcounciloperationsaspartofthechangeandreformagenda.Inmanyinstancessavingsarebeinggeneratedfromthemanagementofvacanciesasservicesareredesigned.
Whatmeasuresandtargetswillyouusetoensuretheimprovementhasbeensuccessful?
TheAggregateBusinessCase (ABC)hasbeenconstructedtoprovideafinancialoverviewofallchangeactivityacrosstheCouncil. Thisactivity includes initiativesthatServicesareprogressingindependentlyaswellasprojectsthatarebeing managed with the assistance of the BusinessChange Team. The ABC will be used to monitor the
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progress each initiative makes towards its individualsavingstarget.Workstreamswithin the Change Programme collectivelyhave identified potential savings of >9m over threeyears,withthatfigurerisingoveratenyearperiod.SocialServices&HealthThe Balance of Care agenda has continued withanticipatedsavingsof4.3millionoverthreeyears.EducationTheEducationbusinesscasehasbeenupdatedfollowingarobust peer review exercise. The business case as itcurrently stands shows anticipated savings over threeyearstobe2.5million.TransportThe high level transport business case has beencompleted. Itoutlines thepotentialbenefitsofhavingacentralised transport hub to provide a Council widetransport facility. Thesavingspotential forthetransportinitiativeisapproximately1.2millionoverthreeyears.AlteringServiceDemandThis innovativetechniquehasbeendeployedsuccessfullyandisfocusedonalteringthedemandforaserviceratherthan employing the more traditional technique ofrestricting the supply of a service. Improving theAdditionalSupportNeeds(ASN)transportserviceisbeingexploredthroughthismethodology,Themainbenefitsarenonfinancialminorsavings.CorporateLandlordThe Executive has approved an "Our Future WorkingEnvironment"Strategywhichsetout inbroadtermshowthe Council's property portfolio is to be managed.Anticipated savings are 288k over three years. Otherwider savings will evolve from implementation of theAssetManagement Plans,which the Corporate Landlordwillhelpimplement.
G APPROACHDescribetheprojectandwhyitisnecessaryThethreeyearChangeProgrammecoveredinitiativesatbothCorporate(Councilwide)andServicelevel.Thiswillbeimplementedinanumberofphaseswitheachphasecontaininganumberofindividualprojectsandinitiatives.ThefirstphaseoftheChangeProgrammeinvolvedanintensiveperiodofcrosscouncilandservicelevelactivityovera69monthperiod.ThisallowedsavingstobeachievedearlyonintheprogrammeandbuildmomentumfordeliveringmediumandlongertermsavingsTheChangeProgrammeisbeingledandcoordinatedbytheBusinessChangeTeamwithinthePolicyandServiceReformfunctionoftheChiefExecutivesService.HowevergiventhesizeandscopeoftheChangeProgramme,itwasclearthatadditionalskillsandresourceswouldberequirediftheCouncilwastorealisesavingsonthescaleidentified.Specialist,technicalknowledgewouldberequiredforcertaininitiativeswithintheChangeProgrammealongwith
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knowledgeofdifferentoperatingmodelsandskillsatmakingchangehappen(forexampledetailedtaxandVATadvicewillbeneeded).ThistypeofspecialistknowledgeisnotheldwithineithertheBusinessChangeTeamorthewiderCouncilstaffanditwasproposedtoidentifyaStrategicPartnertohelpprovidebothcapabilityandcapacitytosupplementtheinhouseresources.ThebenefitofobtainingaStrategicPartnerwastoallowtheorganisationtobuildupknowledgeoftheCouncilandhowitworks,butalsofortheCounciltobeabletodevelopa'trusted'relationshipwithinarobustcontractualarrangement.H DEPLOYMENTDescribe
Howitwillbeimplemented Whereitwillbeimplemented Whocontributestotheimplementation
InOctober2010iMPOWERwasappointedasstrategicpartnerThepurposeofthepartnershipistoworkwiththeservicesandtheChangeProgrammeTeamtoidentifyandimplementanumberofinitiativesthatwill:
Transformservicestoimproveefficiencyandeffectiveness. Reduceandremovethefundinggapoverthenextthreeyears.
TheaimwastoshapeallcurrentactivityintoaCouncilwideChangeprogrammewithasinglevision,whichincludesbothServiceChangeandCorporateWorkstreamactivityandissupportedbyacaseforchangeandanimplementationplan.ThefirstphaseofthechangeprogrammeinvolvedintensiveperiodofcrossCouncilandservicelevelactivitiesovera69monthperiod.Thisapproachallowedsavingtobemadeearlyonintheprogrammeandbuildmomentumfordeliveringmediumandlongertermsavings.Thebenefitsoftheintegratedapproachwere:
AsingleCouncilVisionthatisclearlydefinedandcommunicatedaccompaniedbyasinglebusinesscaseforchangetodeliversavingsandsupportedbyspecificbusinesscasesandacouncilwideimplementationplan.
AtoolforofficersandelectedmemberstocommunicateasecureandrobustcaseforchangethatdealswiththemajorfinancialcutsenvisagedandprovidesresidentsandstaffwiththeCouncilsabilitytomanagechange.
TheChangeProgrammedevelopedanumberofprojectsandworkstreamsunderthreebroadheadings:
Serviceledchangeinitiative Serviceworkpackages ChangeTeamprojects.
ThisgrowthoftheChangeProgrammenecessitatedareviewoftheoperatingandgovernanceframeworktoensureitremainedfitforpurposeandconsequentlythattheProgrammestaysoncourseforsuccessfulimplementation.TheKeyfeaturesofthereviseddecisionmakingstructureare:
AttheElectedMemberlevel,theCouncilsExecutivehasoverallresponsibilityforapprovingthespecificpolicyproposalsthatemergefromtheProgramme,approvingitsoveralldirectionoftravelandmonitoringprogressonaquarterlybasis.
Ataseniorofficerlevel,theCorporateManagementTeam(CMT)onamonthlybasistomonitoroverallprogress,providenecessarysignoffofstrategicproposalsandtoresolvestrategicrisksandissues.TheHeadofFinanceisworkingalongsidetheChangeProgrammeManagertoensurethefinancialtrackingisjoinedupusingtheAggregateBusinessCase.AndgiventhegrowthinServiceledchangeactivity,WorkstreamBoardsatthatlevelmakeoperationaldecisionsandareaccountabletotheCMTforprojectdelivery.
ThestructurealsoprovidesforconsultationwithStakeholderReferenceGroupsonprojectdesignpriortoapprovalbyprojectteams.Inthisregard,seminarswereheldthroughtheyearfortradeunionrepresentativestoprovideanoverviewoftheChangeProgramme,anupdateoncurrentplansandtoconsidertheirpotentialinvolvement.
Whereprojectoutcomesarehighlightedasviablebusinesscasestheyarefullydiscussedwiththerelevantemployees.
Workshopswithserviceusers,carers,providersandarangeofinternalstaffhavetakenplaceandthefeedbackiscollatedtoproducethevisionandstrategyforthevariousprojects.
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I ASSESSMENTANDREFINEMENT
Describehowyouwill
Monitorandrecordprogressagainstplan Identifyandrecordlearningpoints MonitorprogressagainstmeasureslistedinI
Result
TheoverallexpectedbenefitfromtheChangeProgrammeisthatCouncil/CouncilServiceswillhaveundergoneconsiderabletransformationalchange,drivenbytheneedsofachangingdemographicandasignificantreductioninfunding.
TheCorporateManagementTeam(CMT)meetsonamonthlybasistomonitoroverallprogress,providenecessarysignoffofstrategicproposalsandtoresolvestrategicrisksandissues.
TheExecutiveoftheCouncilreceivesquarterlyupdatesonprogress.ThesereportsprovidefeedbackfromServicesandtheCouncilsChangemanagementteamconfirmingthebenefitsachieved.
COMMITTED TO EXCELLENCEACTION PLAN TEMPLATEFOR IMPROVEMENT PROJECTSNorth Ayrshire CouncilPart 1: Information about your Self Assessment (SA)Part 2a: The outcome of your Self-Assessment What Strengths were identified?Part 2b: The outcome of your Self-Assessment What Areas for Improvement were identified?Part 5: Planning of Improvement Projects
Key MilestonesPart 6: Improvement Project 1
Amber (Green (Part 6: Improvement Project 2
Amber (Green (Part 6: Improvement Project 3
Amber (Green (