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Response Framework to the Cultural Review

This document outlines the findings of a cultural review and proposes a transformation plan for improvement within the organization. It highlights the current strengths and areas for growth, emphasizing the importance of leadership, vision, and communication. The plan includes key focus areas such as Human Resources, Procurement, and Performance Management, aimed at fostering an engaged and accountable work culture. The text emphasizes the need for commitment, change in attitudes, and collaboration to meet the high expectations set for progress. Clear timelines and responsibilities are outlined for effective implementation.

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Response Framework to the Cultural Review

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  1. Response Framework to the Cultural Review Pulling Together……Pushing for Improvement I. Keri Lewis Chief Executive Council - 20 July 2005

  2. BackgroundWhy? • Requested by us • Honesty and innovation • Powerful messages – 10 year traveline • Time to Change! Cultural Review  Transformation

  3. The Good • 68.1% of staff are proud to work for BCBC • 79.7% have ideas for better ways of working and • 68.5% believe that managers would listen to new ideas • Capability to change!

  4. The Not So Good • 59.5% believe that directorates do not work well together and only • 10.5% believe that it is better than a year ago

  5. The ChallengeCan We Meet It? HIGH EXPECTATION = SIGNIFICANT RESPONSIBILITY

  6. Leadership and Vision • Determine/declare our priorities as an organisation • Secure confidence/ownership in leading by achievement • Short termism –v- sustainable change

  7. Leadership and Direction • Commit to Flagship Projects: • Human Resources • Procurement • Performance management

  8. 1. Human Resources • Consistency of policy application • Attendance Management • Workforce Capacity and Planning • Deal with Poor Performance

  9. 2. Procurement • Baseline audit • Creditor review • Review working methods • Review policies, procedures and training and refine the Procurement Strategy • Options appraisal to rationalise ordering and tendering processes • Establish savings targets

  10. 3. Performance Management • Wales Programme for Improvement • Community Strategy • Corporate Improvement Plan • Business Planning • Appraisals

  11. Communication • Convey outcome of review to ALL staff • Fundamental review of present infrastructure • Transformation! • Visibility of Chief Executive and Corporate Management Board • Relevant and meaningful!

  12. Ideas Culture • People need to feel engaged and valued • Need to be listened to • Customer Impact Teams • Assistant Directors and Heads of Service responsibility • Members • Greater empowerment - Accountability

  13. Can We Do It?Can We Meet The Challenge? Yes!  But • Be prepared to change – style/attitudes: • Chief Executive/CMB/Members • Capacity – investment • “With a little help from our friends”  • Hard work – making the tough decisions • Whole council response/commitment!

  14. Time LinesSeptember 2005 • Setting out of corporate priorities • Flagship projects: HR/Procurement/ Performance Management: • Project framework • Milestones • Accountabilties/Scrutiny

  15. Time LinesSeptember 2005 • Communication Framework: • Project setting • Milestones • Accountabilities/Scrutiny • Ideas Culture: • Suggested framework • Milestones • Accountabilities/Scrutiny

  16. The Brand Pulling Together Pushing for Improvement - Meeting the Challenge!

  17. Next Steps • Action Plan • Responsibilities • Accountabilities • Member role in ensuring significant progress

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