Culture & Sport Improvement Tool Self assessment East of England February 2011

1. Culture & Sport Improvement Tool Self assessment East of England February 2011

2. Today’s workshop will cover: • Background and context • The toolkit itself - its components & how it works • Hands on use of CSIT • Preparation for Peer Led Challenge & Improvement planning

3. Why we are here.... • Part of a larger improvement process • Increase understanding of excellence, continuous improvement, and CSIT • Contribute to the pool of improvement Peers • Help to draw up improvement plans for the region • Work as a regional / sub regional network

4. The origin of the CSIT: • Where did it come from? • What were its origins? • And why?

5. CSIT ownership and badging:

6. The toolkit: component parts • 8 themes + 1 new Efficiency theme • 37 criteria across the 9 themes • Key features and descriptors for each • Scoring : 1 to 4 = Poor to Excellent • 360 feedback option • Helps improvement planning • Requires self assessment

7. The themes: The benchmark measures performance against 9 themes • Leadership and corporate governance • Policy and Strategy • Community Engagement • Partnership Working • Use of Resources • People Management • Customer service • Performance, achievement and Learning • Efficiency

8. Major benefits are: • It identifies strengths and areas for improvement • It provides a basis for improvement planning • It provides a focus for agreed priorities • It offers a basis for sector advocacy • It provides a basis for LA’s to discuss and agree ways to work together

9. Any questions so far....?

10. The self assessment process

11. How it works: it requires • Honesty and openness • Team work and cooperation • Judgements to be supported by evidence • Clear “boundaries” and scope • Managing – it’s a process

12. How it works: it offers • Guidance and lines of enquiry • A scoring methodology • A 360 degree feedback option for partners • Opportunities for Peer Challenge and learning if desired

13. How it works: it doesn’t need • Massive commitments of time • An “expert” from outside to do it for you • Masses of paperwork • A degree in Information Systems

14. About “Scoping” it: • Who and what is “the organisation” - who is responsible for delivering your strategy and services? • Should the scope include others who support you, internally, external trusts / contractors, vol org’s, on whom you are dependent for delivery of service? • Who are “the leaders”, and “the community” in the organisation, managerially and politically?

15. The scoring: across 4 levels • Poor: = 1 Typically an organisation where there is little or no evidence against each criteria, or no awareness or commitment to create or develop it • Fair: = 2 Typically an organisation where there is evidence that the processes of planning and developing the evidence has begun and is progressing

16. The scoring cont'd: • Good: = 3 Typically an organisation where the evidence is in place • Excellent: = 4 Typically an organisation where the evidence has been in place long enough for it to have impact and real outcomes

17. Scoring: an example Theme: Community Engagement, scored at key features level 2 Criteria involving 13 Key Features = 1 x “Poor” score 1 x 1 = 1 5 x “Fair” score 5 x 2 = 10 6 x “Good” score 6 x 3 = 18 1 x Excellent” score 1 x 4 = 4 Theme total = 33 (13) Theme score = 33 / 13 = 2.54 = “Good” 1 to 1.4 = Poor 1.5 to 2.4 = Fair 2.5 to 3.4 = Good 3.4 to 4 = Excellent

18. 360 degree feedback: The purpose of 360 degree feedback is to: • Raise awareness and engage internal or external partners in the process • Consider your view of your services alongside those of partners and stakeholders

19. Any questions so far....?

20. 9: Efficiency: criteria • Services are regularly benchmarked, results used • Assets are fully utilised • Shared services and management improve efficiency • Procurement delivers outputs, outcomes and efficiencies • Partners commission culture & sport services to deliver their outcomes

21. 360 degree element: • The same themes as the self assessment • Selected criteria only • Evidence, probes, and scoring as for self assessment

22. Peer Led Challenge • Developed and piloted by SE in the E of E region • Is a “critical friend” to your self assessment • Provides another ‘window’ on your services and confirms and /or challenges your perceptions • Can be invaluable! • More from this from Steve later

23. Improvement planning is...... • Essential after the self assessment • Important for advocacy and improvement • Best if it’s focused and prioritised • Better if it’s SMART • Better still if it has commitment and support • Covered in detail by Steve Wood

24. Any questions? Then it’s hands on time.....

25. Think about scoping: For the purpose of this training workshop: • Who and what are “in”? • Who and what are “out”? • What are the boundaries of the self assessment ? • Not a life determining process ..... • 10 minutes then feedback

26. Efficiency: criteria & key features • Services are regularly benchmarked, results used • Assets are fully utilised • Shared services and management improve efficiency • Procurement delivers outputs, outcomes and efficiencies • Partners commission culture & sport services to deliver their outcomes

27. Benchmarking criteria: Key features: • Information systems support resource management • There are regular benchmarking exercises • Action is taken to address less efficient services

28. Asset utilisation: • Assets are used to develop and improve services • The org’n has a Strategic Asset Management Plan • Assets are used to capacity • Opportunities to co-locate are investigated • Spare capacity is offered to other services • Asset transfer to the 3rd sector is considered • The org’n has looked at service duplication with neighbouring LA’s

29. Shared services: • Service re-design increases productivity and quality • Partner and supplier relationships improve efficiency • Sharing back office services is considered and introduced • Shared management is introduced with partners

30. Procurement • A track record of commissioning and procurement supports improvement and efficiency • Service provision is regularly reviewed and alternatives considered to improve efficiency • Rigorous options appraisal underpins procurement

31. Commissioning • The LA is represented in major commissioning partnerships and is an active player • The LA appears integrated and unified to commissioners • There is capacity in the 3rd sector to support commissioning • The LA maps commissioning opportunities and community needs and acts to meet them Continued…

32. Commissioning • Competencies and skills are developed to support commissioning • There is evidence of services’ contributions to specific outcomes • The performance of contracts is effectively managed • There is evidence of VFM, legal requirements, and accreditation where required

33. Let’s self assess for Efficiency: • Read the features and criteria • Score the service(s): think about the scope • It’s a subjective judgement based on evidence, not nuclear physics requiring certainty....! • Be honest, be open, be decisive

34. 9: Efficiency: criteria • Services are regularly benchmarked, results used • Assets are fully utilised • Shared services and management improve efficiency • Procurement delivers outputs, outcomes and efficiencies • Partners commission culture & sport services to deliver their outcomes

35. Progress, learning, and conclusions: • What scores(s) did you decide on ? • How confident are you about the evidence ? • How well did that exercise go ? • What have you learnt from doing it ? • Next steps........

36. Any final questions?

37. : Follow up queries: Brian KingIDeA Associate brian-king @hotmail.co.uk07812 679 908