Cabinet Presentationto Council Meeting

20 July 2005

Cllr Cheryl Green LeaderCllr David Anderson Deputy LeaderCllr Ralph Hughes Social Services & HousingCllr Patricia Hacking Environmental, Planning, Highways & TechnicalCllr Peter Foley Education and LeisureCllr Bob Burns Corporate Resources

Forward through Excellence

Who Cares WinsIf BCBC is to succeed in developing and responding to electors and regulators concerns we must care. What do we care about?

There are of course others but these are the primary ‘cares’ which we must get right.

First and Foremost the Services - we provide both Statutory and Discretionary.

Second: Delivery of services - They must be quality service and delivered on time.

Third: The Staff - who do the delivery, their well being and development.

Fast Forward• Reorganisation is now nearly 10 years old. The need and

the pace of change is accelerating.• Since June last year, building on responses to an array of

Regulator Reports, the Community Strategy & Partnership we have renewed the commitment to change made by the previous Administration.

• The culture of Bridgend is changing and advancing - those who still want to resist

• Elected member leadership is essential and this Council recently approved Phase II of Transformation Project. Detailed work on how we are to adapt our ways of working is being discussed and shaped. Today is another step.

• Each individual embraces change - staff and elected members alike. Successful Transformation can only be built on Council consensus.

•WILL BE LEFT BEHIND by their peers.

Everyone Counts

Everyone counts, a fact as far as this Administration and Council is concerned.

We need to improve how we all communicate with each other and it is not simply words on paper or in the intranet.

There have to be more briefings from executive management to other tiers of management and especially from the staff that deliver services to the people of Bridgend. There must be effective communication between management levels and staff.

CMBHeads of Service

3rd Tier etc

Line ManagementFront Line staff

The Shape of Briefing

Good briefing will be time well spent.

People MatterWhy do people matter?

• Papers, Reports stating policies, protocols etc are of course important but the most important are staff that provide service and people that receive services.

• It is that interface - the front line service that is fundamental.

• Using human resource professionals and tiered management briefings will be just two tools for effective communication in all directions not just vertically.

Meeting the challengeHow do we meet the challenge?

Business as usual is not good enough. Historically, that approach has not delivered.

1 We have been making connections, and stated the need for change, especially how Cabinet works with Corporate Management Board and how the CMB works with the management tiers underneath. There`are now regular meetings CMB and Heads of Service.

2 The CMB will shift to a clear distinction between policy and operational delivery. This clarity is defined by ‘purpose’ and future reports will remove possible ambiguity as to Management, Cabinet and Overview & Scrutiny roles. We are in a consultative and collaborative arrangement.

3 Better direct communication through management briefings is essential. This will allow building on the experience of front line staff.

Vision BridgendThe developing Vision is to think in terms of Bridgend being excellent and sustaining lasting improvement.

Bridgend can go forward through excellence because we have motivated staff, with skills, and individual vision. This has to be complemented by leadership from Corporate Management Board, Cabinet, Overview & Scrutiny - all elected members.

I sense that the majority of Elected Members believe in and have the commitment to achieve excellence.

Forward through Excellence

Where does it matterIt matters throughout the Borough.

•At Cabinet

•At CMB

•At Council Committees

•At Overview & Scrutiny

•In every workplace

•In Middle Management

In each individual

•In this Chamber

Making it HappenHow will we make this happen?

2 Through setting 'priorities' - we cannot do everything at once.

1 Recognising the many areas of excellence and building upon success.

Amongst the many competing priorities there are three discrete areas that have been highlighted.

A Dealing with Employment issues i.e. Human Resource Policy

(Development, Application and Delivery)

B Procurement

C Performance Measurement3 Management Communication - more briefings between ALL tiers of

management.

4 Better Communication – at elected member level.

5 Above all management ACTION, timely ACTION

and effective ACTION. The old ways of working will not be enough.

Closer to peopleWhy?

To establish a vision enabling improving BCBC by developing our staff, the systems and mostly improving the way Councillors interact. Why? For People.

The improvement of Bridgend will not be achieved by ‘instruction’ or ‘coercion’ it will be by ‘persuasion and responsibility’ and all present here today taking ‘ownership’ of TRANSFORMATION, the priorities – objectives.