Transcript Document

WORKING TOGETHER –
DELIVERING IMPROVEMENT
Welcome
The Worshipful The Mayor
Councillor Miss KRT Deere
Introduction
Leader
Councillor Cheryl Green
THE IMPROVEMENT AGENDA
STEVE THOMAS
CHIEF EXECUTIVE
WLGA
THE CORPORATE IMPROVEMENT
PLAN 2006 - 2009
DAVID BOWLES
INTERIM CHIEF
EXECUTIVE
View of the Organisation
NOT as described by external commentators in the local media but:








Not a “can do” culture
Bureaucratic
Risk averse and lacking corporate innovation
Death by Working Group
Poor lines of accountability
Not corporate
Lack of officer leadership
Lack of performance management culture
Performance Trends –
Internal Performance
Number of PI's
60
50
40
30
20
10
0
2002/2003
2003/2004
2004/2005
2005/2006*
Improved
44
46
48
26
Deteriorated
26
36
35
8
Stayed the same
11
7
7
0
Not Applicable / available
57
49
48
* The new Performance Measurement Framework was introduced in 2005/06 which means a limited
number of the measures are comparable with previous years.
Performance Trends –
Comparison with all Wales
100
% of PI's
80
60
40
20
0
2001/2002
2002/2003
2003/2004
2004/2005
2005/2006**
Inter Quartile
50
57
52
60
53
Worst Quartile
24
27
31
26
27
Best Quartile
26
16
18
14
20
*Excludes financial indicators
**These figures cannot be confirmed until after 31/10/06
Corporate Improvement Plan
2006-2009
The most important Plan
for the Council
Purpose of the Plan




Primary focus of the Council
The business plan for the Council
A means of measuring improvement
There to be used by officers
Underpins the performance management
arrangements in the Council
Priorities

Do we need clearer, more specific
priorities?

WAO - Relationship Manager’s Annual
Letter: “..we identified that there was both
a lack of strategic direction and corporate
focus on key priorities.”
Priorities for Development
Interim Chief Executive Council 19 July 2006:

Not a history of explicit focus

The sense of direction needs to be clearly articulated

Captured in the Improvement Plan

Formal launch
Therefore we have sought to identify priorities……
The Corporate Improvement Plan
Consultation - Key Development Issues:

Community Strategy

Joint Risk Assessment

Performance Measurement

Whole Authority Planning Cycle

Corporate Objectives

Policy Agreement
Overview of Relationship between Key
Aspects of the Improvement Programme
COMMUNITY STRATEGY
CORPORATE
OBJECTIVES
POLICY
AGREEMENT
WALES PROGRAMME FOR IMPROVEMENT
Risk Assessment
3 -Year Whole
Authority
Planning Cycle
Agreed priorities
Corporate Improvement Plan
Directorate Business Plans
Performance Measures
Service Area Plans
Service Unit Plans
Personal Appraisal Objectives and Targets
3 -Year Whole
Authority
Planning Cycle
Setting Priorities
 Risk
Assessment
 Community
 Service
Strategy
issues
Setting Priorities –
Risk Assessment

Annual JRA exercise 11 July 2006

Cabinet/CMB/Regulators

Agreement on 5 key risk areas:
–
–
–
–
–
Children’s Services
School Buildings, Surplus Places, Funding
Assessment and Care Management
Physical, Financial and Human Resources
Culture of the Organisation
Setting Priorities –
Community Strategy






Improve quality of life for all
Look after our environment
Increase prosperity
Have safer communities
Achieve a healthier County Borough
Have a more inclusive County Borough
Setting Priorities –
Service Issues











Scrutiny Reports
Objective 1 / Convergence Fund
Children Act 2004
Falling School Rolls
Social Care Issues
Regulatory Reports
WPI Sustainability & Equality Issues
Wales – A Vibrant Economy
Making the Connections
Beecham Report – Beyond Boundaries
Etc.
Corporate Priorities

Creating Learning Communities

Children Today, Adults Tomorrow

Realising the Potential of Our Major Towns

Valuing Our Valleys

Supporting Our Disadvantaged Communities

Caring For Our Future: Re-modelling Bridgend’s
Adult Social Care Services

Diverse and Sustainable Economy
Moving Forward

CIP Launch – Today 12th October 2006

Revised Plan March 2007 – a business plan
accompanied by the budget for 2007/8

Including detailed action plans that support
the agreed priorities
Over to you……
The Corporate Improvement Plan
2006 - 2009
OUR
CORPORATE
PRIORITIES
The Rationale
Councillor Cheryl Green

Evidence of the need for clear priorities

Cabinet worked with Corporate Management
Board support

Priorities examined by Cross Cutting Overview
and Scrutiny and approved by Council

All Priorities underpinned by Equality and
Sustainability
The Rationale cont’d.
Councillor Cheryl Green




Priorities are “work in progress”
Priorities must be linked to the budget
Provide a clear Member / Officer agenda
Jointly owned by Members & Officers
Children Today, Adults Tomorrow
Councillor Cheryl Green
POTENTIAL EXPECTED OUTCOMES:

Early effective intervention / preventative strategies

Fitter, healthier children and adults

Greater take up of whole range of opportunities by
young people

Empowerment of young people leading to active
citizenship

Increased take up from disadvantaged groups
through effective targeting
Children Today, Adults Tomorrow
Councillor Cheryl Green

More community/extended use of schools

Better equipped parents

Integrated approach from all agencies in delivering
outcomes

More provision, especially for young people with
mental health difficulties
Creating Learning Communities
Councillor Peter Foley
POTENTIAL EXPECTED OUTCOMES:

Skills-led curriculum well-matched to pupils’
individual learning needs

Pupils with additional educational needs are wellsupported

School sites and buildings in good condition with
appropriate facilities

Accurate, timely and informative assessment of pupil
progress and needs

Schools meet health and safety standards
Creating Learning Communities
Councillor Peter Foley






Well-located local schools
Effective multi-agency working
Parents: positive engagement and mutual support
Reduction in performance variations between
schools
A greater community focus
More opportunities for bi-lingual and Welsh language
provision
Realising the Potential of Our Major Towns
Councillor Bob Burns
POTENTIAL EXPECTED OUTCOMES:
 Improved infrastructure
 Improved marketing opportunities e.g. coastal path,
stop off destinations
 Creating market opportunities
 Maintenance of the day visitor culture
 Centres that serve the local population
 Increase the tourism offer
Realising the Potential of Our Major Towns
Councillor Bob Burns






High quality design
Increased housing with affordability
Economic development
Protecting investment
Improved community facilities
Ensuring north /south links are captured and
developed (economic, tourism links)
Valuing Our Valleys
Councillor Patricia Hacking
POTENTIAL EXPECTED OUTCOMES:
 Investment in people and places (capturing skill needs,
social issues and economic and physical aspects)
 Skills for all
 Enriching family life
 Healthy hearts and minds
 Encouragement in the use of technology to remove
perceived barriers
 Communicate and build upon existing achievements
 Mindset away from physical to social
Supporting Our Disadvantaged Communities
Councillor Patricia Hacking





Increased housing with affordability
Improved community facilities
Ensuring north /south links are captured and
developed
Continuing and developing the Communities First
agenda
Implementing the Pilot Estate initiative in partnership
with Valleys to Coast
Caring for Our Future
Councillor Ralph Hughes
POTENTIAL EXPECTED OUTCOMES:




Move away from traditional public service delivery to
a more person centred approach
Greater use of technology to assist vulnerable
people to remain in their own homes for longer
More effective information and accessibility for those
requiring our support
Greater support for carers enabling them to access
wider opportunities for themselves e.g. employment
prospects
Caring for Our Future
Councillor Ralph Hughes





To develop a citizen model that will deliver services that
will enable greater choice and interdependence
De-commissioning of services, where appropriate, to a
more mixed and modernised economy of care.
Services which are efficient and effective
Greater involvement of service users in the design,
commissioning and reviewing of services
Making a reality of the vision for adult social services
outlined in the 10 year Social Services Strategy, “Fulfilled
Lives, Supportive Communities”
Diverse and Sustainable Economy
Councillor Matthew Voisey
POTENTIAL EXPECTED OUTCOMES




Growth of good local indigenous SMEs
Good provision of accommodation
Flexible lease requirements
Promoting local employment opportunities
Diverse and Sustainable Economy
Councillor Matthew Voisey




Plugging the skills gaps- linking in with the local
college and schools to deliver this- carers,
catering/hospitality
Job intensive rather than capital intensive
Infrastructure provision (IT and transportation
especially)
Graduate trainee provision within the Council- policy
development targeting initially local people
Conclusion
Councillor Cheryl Green




Work in progress
Realism regarding budgets
Realism regarding capacity
Full detailed plans to support the Priorities
by March 2007
The Performance Management
Framework
Hilary Anthony
Executive Director Learning
Why manage performance?
Cha(lle)nging times…
 Globalisation
 Technology
 Social & demographic change
 Diminishing resources
 Rising demand / expectations
 Diversity
But not all ‘progress’…..




High levels of economic inactivity
Aging population & falling school rolls
Obesity & health problems
Impact on environment etc…..
This requires:
 Redefined roles and priorities for the public sector
 Doing things differently
 Early intervention & prevention
 Greater efficiency & effectiveness
What is Performance
Management?
Culture
Systems & Processes
Culture





Commitment to continuous improvement
Clarity about priorities & values
High expectations
Aspirational but realistic targets
Effective use of performance indicators &
targets
Culture cont’d.





Not risk averse
Accountability
No blame culture
Internal challenge & honest self
evaluation
Embedded throughout the organisation at
all levels
Systems & Processes






Integrated
Linking priorities, plans, targets &
resources
Consistent & coherent
Key performance indicators
Regular monitoring & evaluation
Involving all levels of leadership &
management
The Purpose

Be more ‘business like’ in the way that we do our
business

Be clear about what we are trying to achieve

Set out exactly what we are going to pursue and
how we will do this

Develop a cyclical approach to business
planning and reviewing

Monitor whether we are achieving our objectives

Report on how well we are doing
The Basic Elements
SETTING THE VISION OR STRATEGY
Where do we want to go?
e.g. Community Strategy, Corporate
Improvement Plan, Children & Young
People Plan
MONITORING AND REPORTING AND
ADAPTING
Have we got there, and how did we do?
e.g. Monitoring action plans, individual
appraisals, identify changes
ESTABLISHING THE ACTION PLAN
How are we going to get there?
e.g. Service Business Plans, objectives
and target setting, identify resources
needed
MAKING IT HAPPEN
Are we getting it done?
e.g. Setting objectives for
individuals/teams, allocating resources
The Bridgend Approach
Consultation
Community Strategy
Monitoring &
Reporting on
achievements
against action
plans and
targets
Corporate
Improvement
Plan & other
Strategic Plans
Core Values,
Legislative and
Corporate Policy
Framework &
Corporate,
Corporate Budget
Process
Individual
appraisal &
performance
review
Directorate &
Service Plans
Individual
Objectives
Unit / Team
Service Plans
Next Steps
Training
Implementation:
 IT support
 Start date
 Business plans format
 Quarterly Business Reviews
 Continually evolving
 Role of the Corporate Improvement Group
Corporate Improvement Group

Promoting the improvement culture throughout
the Council

Leading the drive for service improvement

Developing the performance management
arrangements

Monitoring change & impact

Evaluating progress
Questions & Answers
The Panel:
Steve Thomas, Chair
Cabinet
Corporate Management Board
Conclusion
David Bowles
Interim Chief Executive
Making it a reality…..





Your role
Refine with realism
Budget 2007/8
Launch next year by 31st March
See as key part of broader improvement
programme
Single Action Plan – Focus on
Improvement
Themes:
 Performance Management
 Strengthen Corporate Working
 Corporate Resource Management
 Improving Accountability
Single Action Plan cont’d.






Public Relations & Communication
Member Development
Officer / Member Relationships
Electoral & Children’s Services
Customer Care
Other Issues……
Working Together!




Your role in changing culture
Commitment to 2007-8 being better
Creating a performance management regime
(appraisals etc)
Personal leadership (within a corporate
framework)
Thank you for taking part
For further information please
contact: Robert Nancarrow, Head
of Policy & Performance
Management: 01656 643226,
nancarn@bridgend.gov.uk