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 THE CORPORATE IMPROVEMENT PLAN 2006 - 2009PLAN 2006 - 2009

DAVID BOWLES

INTERIM CHIEF EXECUTIVE

View of the OrganisationView 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 –Performance Trends – Internal Performance Internal Performance

0

10

20

30

40

50

60N

um

ber

of

PI's

Improved 44 46 48 26

Deteriorated 26 36 35 8

Stayed the same 11 7 7 0

Not Applicable / available 57 49 48

2002/2003 2003/2004 2004/2005 2005/2006*

* 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 –Performance Trends – Comparison with all Wales Comparison with all Wales

0

20

40

60

80

100

% o

f P

I's

Inter Quartile 50 57 52 60 53

Worst Quartile 24 27 31 26 27

Best Quartile 26 16 18 14 20

2001/2002 2002/2003 2003/2004 2004/2005 2005/2006**

*Excludes financial indicators

**These figures cannot be confirmed until after 31/10/06

Corporate Improvement PlanCorporate Improvement Plan 2006-2009 2006-2009

The most important Plan for the Council

Purpose of the PlanPurpose 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

PrioritiesPriorities

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 DevelopmentPriorities 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 CorporateThe Corporate Improvement PlanImprovement 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 Overview of Relationship between Key Aspects of the Improvement ProgrammeAspects of the Improvement Programme

CORPORATE OBJECTIVES

POLICY AGREEMENT

COMMUNITY STRATEGY

3 -Year Whole Authority Planning

Cycle

3 -Year Whole Authority

Planning Cycle

Risk Assessment

Agreed priorities

Corporate Improvement Plan

Directorate Business Plans

Performance Measures

Service Unit Plans

Service Area Plans

Personal Appraisal Objectives and Targets

WALES PROGRAMME FOR IMPROVEMENT

Setting PrioritiesSetting Priorities

Risk Assessment

Community Strategy

Service issues

Setting Priorities –Setting Priorities – Risk Assessment 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 PrioritiesSetting Priorities – Community StrategyCommunity 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 – Setting Priorities – Service Issues 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 PrioritiesCorporate 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 ForwardMoving 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 The Corporate Improvement Plan 2006 - 20092006 - 2009

OUR CORPORATE PRIORITIES

The RationaleThe RationaleCouncillor Cheryl GreenCouncillor 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.The Rationale cont’d.Councillor Cheryl GreenCouncillor 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 TomorrowChildren Today, Adults TomorrowCouncillor Cheryl GreenCouncillor 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 TomorrowChildren Today, Adults TomorrowCouncillor Cheryl GreenCouncillor 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 CommunitiesCreating Learning CommunitiesCouncillor Peter FoleyCouncillor Peter Foley

POTENTIAL EXPECTED OUTCOMES:

Skills-led curriculum well-matched to pupils’ individual learning needs

Pupils with additional educational needs are well-supported

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 CommunitiesCreating Learning CommunitiesCouncillor Peter FoleyCouncillor 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 TownsRealising the Potential of Our Major TownsCouncillor Bob BurnsCouncillor 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 TownsRealising the Potential of Our Major TownsCouncillor Bob BurnsCouncillor 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 ValleysValuing Our ValleysCouncillor Patricia HackingCouncillor 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 CommunitiesSupporting Our Disadvantaged CommunitiesCouncillor Patricia HackingCouncillor 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 FutureCaring for Our FutureCouncillorCouncillor Ralph HughesRalph 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 FutureCaring for Our FutureCouncillor Ralph HughesCouncillor 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 EconomyDiverse and Sustainable EconomyCouncillor Matthew VoiseyCouncillor 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 EconomyDiverse and Sustainable EconomyCouncillor Matthew VoiseyCouncillor 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

ConclusionConclusionCouncillor Cheryl GreenCouncillor Cheryl Green

Work in progress Realism regarding budgets Realism regarding capacity Full detailed plans to support the Priorities

by March 2007

The Performance Management The Performance Management FrameworkFramework

Hilary Anthony

Executive Director - Learning

Why manage performance?Why manage performance?

Cha(lle)nging times… Globalisation Technology Social & demographic change Diminishing resources Rising demand / expectations Diversity

But not all ‘progress’…..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 What is Performance Management?Management?

Culture

Systems & Processes

CultureCulture

Commitment to continuous improvement Clarity about priorities & values High expectations Aspirational but realistic targets Effective use of performance indicators &

targets

Culture cont’d.Culture cont’d.

Not risk averse Accountability No blame culture Internal challenge & honest self

evaluation Embedded throughout the organisation at

all levels

Systems & ProcessesSystems & Processes

Integrated Linking priorities, plans, targets &

resources Consistent & coherent Key performance indicators Regular monitoring & evaluation Involving all levels of leadership &

management

The PurposeThe 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

SETTING THE VISION OR STRATEGYWhere do we want to go?

e.g. Community Strategy, Corporate Improvement Plan, Children & Young

People Plan

ESTABLISHING THE ACTION PLANHow are we going to get there?

e.g. Service Business Plans, objectives and target setting, identify

resources needed

MONITORING AND REPORTING AND ADAPTING

Have we got there, and how did we do?

e.g. Monitoring action plans, individual appraisals, identify changes

MAKING IT HAPPENAre we getting it done?

e.g. Setting objectives for individuals/teams, allocating

resources

The Basic ElementsThe Basic Elements

Community Strategy

Corporate Improvement Plan & other

Strategic Plans

Monitoring & Reporting on achievements against action

plans and targets

Directorate & Service Plans

Individual appraisal &

performance review

Unit / Team Service Plans

Individual Objectives

Core Values, Legislative and

Corporate Policy Framework &

Corporate, Corporate Budget

Process

Consultation

The Bridgend ApproachThe Bridgend Approach

Next StepsNext Steps

Training

Implementation: IT support Start date Business plans format Quarterly Business Reviews Continually evolving Role of the Corporate Improvement Group

Corporate Improvement GroupCorporate 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 & AnswersQuestions & Answers

The Panel:

Steve Thomas, Chair

Cabinet

Corporate Management Board

ConclusionConclusion

David Bowles

Interim Chief Executive

Making it a reality…..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 Single Action Plan – Focus on ImprovementImprovement

Themes: Performance Management Strengthen Corporate Working Corporate Resource Management Improving Accountability

Single Action Plan cont’d.Single Action Plan cont’d.

Public Relations & Communication Member Development Officer / Member Relationships Electoral & Children’s Services Customer Care Other Issues……

Working Together!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 partThank you for taking part

For further information please contact: Robert Nancarrow,

Head of Policy & Performance Management: 01656 643226,

nancarn@bridgend.gov.uk