c 2 eaction plan

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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

[email protected]

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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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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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.


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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A Title:Reviewandreviseasappropriatethearrangementsforperformancereportingtothepublic,




31/9/2011


Processes,ProductsandServices

Redz Amber z Green z E CurrentStatusasof31/9/2011

ProjectDescription

ThedevelopmentofaCouncilAnnualPerformanceReport2010/11

F RESULTS


By30/9/2011aWebbasedAnnualReportwithsignpostingbyotherelectronicmeans(e.g.texting;libraryplasmascreens);presspublicnoticeswiththeofferofhardcopiesonrequesthadbeendeveloped.


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


Aspecificcrossserviceprojectteamwasappointedwhoseoutputswereto:

ProduceaCouncilAnnualReport2010/11whichincorporatesallstatutoryreportingrequirementsandprovidesinformationontheCouncil'sperformanceinausefulandunderstandableform

Provideaplannedandcoordinatedapproachtostrategicpublicreportingtodemonstrateprogressivegoodpractice

DevelopguidanceandappropriatetrainingtostaffinproducingthePublicPerformanceReport Encouragestakeholderawarenessandinterestinperformanceinformation Developmonitoringandreviewingprocesstoensurethatadvancedandeffectiveapproachesforproviding

relevantandtimelyinformationisused

Inaddition,thepublicationofthecomprehensiveCouncilAnnualPerformanceReportwasdesignedtouseacombinationofcommunicationchannelsandisanintegralcomponentofNorthAyrshirePerforms.


Describehowyouwill


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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A Title:Developandimplementshortandmedium/longtermchangeprogrammetorealisetherequiredefficiencysavings.


GeneralManager,ChiefExecutivesService.(PolicyandServiceReform)


31/3/2013andbeyond


PartnershipandResources

Redz Amber z Green z E CurrentStatusasof31/12/2011(insertmonthandyear):

ProjectDescription:Developandimplementshortandmedium/longtermchangeprogrammestorealisetherequiredefficiencysavings.

F RESULTS


InitiallytheChangeProgrammeaimwastosecurea20%savingsvaluedat4045moverthreeyears.

InMay2011theupdatedbudgetstrategyfor2012/13to2013/14indicatedthesavingscouldbemoretargetedandsomekeyserviceareasweregivenareducedtargetof12.5%fromtheoriginalsavingstargetof20%.

Asatthe30/11/2011therehasbeen4.461mofsavingfromearlydeliveryofanumberofefficiencyinitiatives.InadditiontheCouncilsrevenuebudgetis2.191munderspend,0.6%ofthenetbudget;asaresultofactualspendbeinglessthanthatanticipatedwhentheoriginalbudgetwasestablished.

Intotalanetinyearunderspendof7.221misanticipatedin2011/12andtheseefficienciesarebeinggeneratedacrossallcounciloperationsaspartofthechangeandreformagenda.Inmanyinstancessavingsarebeinggeneratedfromthemanagementofvacanciesasservicesareredesigned.


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


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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Describehowyouwill


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 (

c 2 eaction plan

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