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  1. WORKING TOGETHER – DELIVERING IMPROVEMENT

  2. Welcome The Worshipful The Mayor Councillor Miss KRT Deere

  3. Introduction Leader Councillor Cheryl Green

  4. THE IMPROVEMENT AGENDA STEVE THOMAS CHIEF EXECUTIVE WLGA

  5. THE CORPORATE IMPROVEMENT PLAN 2006 - 2009 DAVID BOWLES INTERIM CHIEF EXECUTIVE

  6. View 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

  7. Performance Trends – Internal Performance * The new Performance Measurement Framework was introduced in 2005/06 which means a limited number of the measures are comparable with previous years.

  8. Performance Trends – Comparison with all Wales *Excludes financial indicators **These figures cannot be confirmed until after 31/10/06

  9. Corporate Improvement Plan 2006-2009 The most important Plan for the Council

  10. Purpose 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

  11. Priorities • 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.”

  12. Priorities 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……

  13. The CorporateImprovement Plan Consultation - Key Development Issues: • Community Strategy • Joint Risk Assessment • Performance Measurement • Whole Authority Planning Cycle • Corporate Objectives • Policy Agreement

  14. Overview of Relationship between Key Aspects of the Improvement Programme COMMUNITY STRATEGY CORPORATE OBJECTIVES POLICY AGREEMENT WALES PROGRAMME FOR IMPROVEMENT Risk Assessment 3 -Year Whole Authority Planning Cycle 3 -Year Whole Authority Planning Cycle Agreed priorities Corporate Improvement Plan Directorate Business Plans Performance Measures Service Area Plans Service Unit Plans Personal Appraisal Objectives and Targets

  15. Setting Priorities • Risk Assessment • Community Strategy • Service issues

  16. Setting Priorities – 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

  17. Setting Priorities – Community 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

  18. Setting Priorities – 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.

  19. Corporate 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

  20. Moving 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……

  21. The Corporate Improvement Plan 2006 - 2009 OUR CORPORATE PRIORITIES

  22. The RationaleCouncillor 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

  23. The Rationale cont’d.Councillor 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

  24. Children Today, Adults TomorrowCouncillor 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

  25. Children Today, Adults TomorrowCouncillor 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

  26. Creating Learning CommunitiesCouncillor 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

  27. Creating Learning CommunitiesCouncillor 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

  28. Realising the Potential of Our Major TownsCouncillor 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

  29. Realising the Potential of Our Major TownsCouncillor 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)

  30. Valuing Our ValleysCouncillor 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

  31. Supporting Our Disadvantaged CommunitiesCouncillor 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

  32. Caring for Our FutureCouncillorRalph 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

  33. Caring for Our FutureCouncillor 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”

  34. Diverse and Sustainable EconomyCouncillor Matthew Voisey POTENTIAL EXPECTED OUTCOMES • Growth of good local indigenous SMEs • Good provision of accommodation • Flexible lease requirements • Promoting local employment opportunities

  35. Diverse and Sustainable EconomyCouncillor 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

  36. ConclusionCouncillor Cheryl Green • Work in progress • Realism regarding budgets • Realism regarding capacity • Full detailed plans to support the Priorities by March 2007

  37. The Performance Management Framework Hilary Anthony Executive Director - Learning

  38. Why manage performance? Cha(lle)nging times… • Globalisation • Technology • Social & demographic change • Diminishing resources • Rising demand / expectations • Diversity

  39. 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

  40. What is Performance Management? Culture Systems & Processes

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

  42. Culture cont’d. • Not risk averse • Accountability • No blame culture • Internal challenge & honest self evaluation • Embedded throughout the organisation at all levels

  43. Systems & Processes • Integrated • Linking priorities, plans, targets & resources • Consistent & coherent • Key performance indicators • Regular monitoring & evaluation • Involving all levels of leadership &management

  44. The 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

  45. SETTING THE VISION OR STRATEGY Where do we want to go? e.g. Community Strategy, Corporate Improvement Plan, Children & Young People Plan MONITORING AND REPORTING AND ADAPTING Have we got there, and how did we do? e.g. Monitoring action plans, individual appraisals, identify changes ESTABLISHING THE ACTION PLAN How are we going to get there? e.g. Service Business Plans, objectives and target setting, identify resources needed MAKING IT HAPPEN Are we getting it done? e.g. Setting objectives for individuals/teams, allocating resources The Basic Elements

  46. The Bridgend Approach Consultation Community Strategy Monitoring & Reporting on achievements against action plans and targets Corporate Improvement Plan & other Strategic Plans Core Values, Legislative and Corporate Policy Framework & Corporate, Corporate Budget Process Individual appraisal & performance review Directorate & Service Plans Individual Objectives Unit / Team Service Plans

  47. Next Steps Training Implementation: • IT support • Start date • Business plans format • Quarterly Business Reviews • Continually evolving • Role of the Corporate Improvement Group

  48. Corporate 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

  49. Questions & Answers The Panel: Steve Thomas, Chair Cabinet Corporate Management Board

  50. Conclusion David Bowles Interim Chief Executive