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Response Framework to the Cultural Review

Response Framework to the Cultural Review. Pulling Together……Pushing for Improvement I. Keri Lewis Chief Executive Council - 20 July 2005. Background Why?. Requested by us Honesty and innovation Powerful messages – 10 year traveline Time to Change! Cultural Review  Transformation.

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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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