BRIDGEND COUNTY BOROUGH COUNCIL

403 views
381 views

Published on

Published in: Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
403
On SlideShare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
1
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

BRIDGEND COUNTY BOROUGH COUNCIL

  1. 1. BRIDGEND COUNTY BOROUGH COUNCIL REPORT TO CORPORATE MANAGEMENT BOARD 9th October 2007 REPORT OF THE DIRECTOR OF REGENERATION CORPORATE CULTURE REVIEW 1. Purpose of Report. 1.1 The purpose of this report is to bring to Cabinet’s attention the outcome of the Wales Audit Office (WAO) follow up to the Culture Review carried out in 2005 and to obtain acceptance and approval of the Action Plan response to the recommendations made by the WAO. 2. Connection to Corporate Improvement Plan / Other Corporate Priority. 2.1 Strengthening the Council’s basic systems and removing the barriers identified in the original review will greatly improve our ability to successfully deliver all corporate priorities. 3. Background. 3.1 In 2005 the Council invited the WAO to carry out a review of the culture of the organisation. The primary purpose of that review was to answer the question: What does Bridgend County Borough Council need to do to unlock its potential to become a top performing council in Wales? 3.2 To help answer this question the review involved the following inter- related pieces of work: following up progress on regulators’ and other reports; reviews of financial efficiency, central support services and attendance management; a survey of staff and members; and workshops with members, staff and stakeholders to identify barriers to achieving improvement and solutions to these barriers. 3.3 The review identified carried out four barriers to improvement: • leadership and direction; • skills, capacity and capability; 1
  2. 2. • communication; and • attitudes, behaviours and culture. 3.4 The barriers identified reflected some fundamental weaknesses in many of the Council’s basic systems such as performance management, corporate and business planning and human resources. 3.5 At that time (September 2005) the Council responded by establishing three “Flagship Projects”, namely, Procurement, Performance Management and Human Resources. . 4. Current situation / proposal. 4.1 In January 2007 terms of reference were agreed with the WAO for their follow up work. In the terms of reference the WAO acknowledged that significant changes had been made since the original report in September 2005. These included: • establishing three Corporate Flagship Projects to address human resources, performance management and procurement – each led by an Executive Director; • making changes to corporate posts, structures and processes including: − appointing an interim Chief Executive in May 2006, and more recently a permanent Chief Executive beginning in January 2007, as well as restructuring the office of the Chief Executive; − appointing a new Executive Director – Learning, Executive Director – Resources, Director of Regeneration, Director of Legal and Democratic Services, Assistant Director – Human Resources, Assistant Director – Children’s Services, Assistant Director – Management Services (Education), Acting Assistant Director – Adult Services and also Head of Electoral Services; − changing the operation of the Corporate Management Board; − introducing a new directorate structure and centralising the IT and HR functions. • setting seven new thematic corporate priorities in the Council’s 2006/2007 Corporate Improvement Plan; • agreeing a single Improvement Action Plan including the corporate flagship projects and Corporate Improvement Plan actions; • producing a Leadership Plan to allocate responsibilities to individuals and making corporate directors responsible for improvement themes; • standardising the format of the 2006-2009 business plans and improving links to the budget planning process; • communicating to all staff by disseminating Internal Bulletins; • introducing a staff suggestion scheme; and 2
  3. 3. • establishing regular meetings between the Corporate Management Board and the next tier of management across the Council. 4.2 However, despite the above, the Joint Risk Assessment agreed with the Regulators for 2006/7 included a high risk rating for Corporate Health. The WAO therefore decided that the follow up would examine whether the Council could show good progress in dealing with corporate risks by: • tackling barriers identified in the original review; • delivering the Corporate Flagship Projects; • addressing issues in Electoral Services; and • taking corporate responsibility for improving services. 4.3 To assess progress against each of these aspects the WAO decided to look for answers to the following: • Are Members and officers prepared to make difficult decisions? • Is the Authority developing a culture of improving and of being accountable for financial and service performance? • Is the Authority addressing its seven corporate themes and the key national improvement priorities of efficiency, sustainable development and equality? 4.4 The WAO final report “Corporate Culture Review – Key Messages” is attached at Appendix A. This report draws its conclusions from the individual reports on: • The three Flagship Projects: - Performance Management - Human Resources - Procurement Flagship Project • Electoral Services • Children’s Services - corporate responsibility for improvement • Making Difficult Decisions • Results of a survey of managers and head teachers. All these reports are available at www.bridgend.gov.uk or by using the hyperlinks within the electronic version of this document. 4.5 In summary the final report makes the following conclusions: • The way the Authority operates is starting to change, with clearer leadership supported by improving management processes • More team working and a greater sense of optimism are contributing to developing a culture of improvement • Key people are starting to make a difference but delivering significant improvement needs wider change • Communication is improving but needs to be more systematic, to spread learning and manage the Authority’s 3
  4. 4. reputation These conclusions are very positive and clearly demonstrate that the Council is addressing the key issues which will enable it to become a top performing Council 4.6 The Recommendations of the WAO together with the Actions proposed to address them are shown at Appendix B. 5. Effect upon Policy Framework & Procedure Rules. 5.1 None 6. Legal Implications. 6.1 None 7. Financial Implications. 7.1 As the Action Plan progresses it may be necessary to review and realign existing budgets. 8. Recommendation. 8.1 That Cabinet receives the WAO Corporate Culture Review follow-up report and approves the action plan drafted in response to the recommendations. Louise Fradd Director of Regeneration 23rd September 2007 Contact Officer: Huw Williams Head of Business Efficiency & Effectiveness Telephone: (01656) 643499 E-mail: Huw.Williams@bridgend.gov.uk Postal Address Bridgend County Borough Council, Office of the Chief Executive, Civic Offices, Angel Street, Bridgend CF31 4WB 4
  5. 5. Background documents a. WAO Corporate Culture Review report, August 2005 b. Corporate Management Board report to Council 28th September 2005, “Pulling Together, Pushing For Improvement”. c. Corporate Culture Review Follow-up, Terms of Reference, WAO, January 2007 d. Corporate Culture Review - Key Messages, WAO, July 2007 e. Corporate Culture Review – Performance Management Flagship Project, WAO, July 2007 f. Corporate Culture Review – Procurement Flagship Project, KPMG, August 2007 g. Corporate Culture Review – Human Resources Flagship Project, WAO, July 2007 h. Electoral Services: Follow-up, WAO, July 2007 i. Corporate Culture Review – Children’s Services, WAO, July 2007 j. Difficult Decisions, WAO, July 2007 k. Corporate Culture Review – Summary of Survey Responses from Managers and Head Teachers, WAO, August 2007. 5
  6. 6. Appendix A 6
  7. 7. Appendix B 7
  8. 8. Action Plan Intended Completion Issue Recommendation Agreed Responsibility and actions outcome/benefit Date Identify and R1 Set a clear direction for the Leadership and Corporate Plan 2008/11 will March 2008 deliver Council by: direction. provide future direction corporate • considering all the based on evidence. priorities. evidence and options; • making the difficult choices √ Chief Executive about what the Council is and is not going to do; and • being accountable for the consequences of making or not making decisions. Identify and R2 Prioritise corporate themes Leadership and Cabinet and Corporate Priorities identified July deliver and direction. √ Management Board have 2007 corporate change initiatives within a agreed the main priorities. priorities. consistent and coordinated These are: approach to managing and 1.Developing an integrated monitoring corporate projects as children’s strategy; a coherent improvement 2.Ensuring BCBC is removed programme. from the intervention protocol in Children’s Services and redesigning Adult Services to meet an emerging, challenging agenda; 3.Producing a development strategy for Porthcawl; 4. Keeping a focus on 8
  9. 9. Intended Completion Issue Recommendation Agreed Responsibility and actions outcome/benefit Date sustainability and achieving Green Dragon level 3; 5.Developing a first point of contact service for customers; 6.Developing an effective Local Service Board; and 7. Producing a medium term financial strategy. The Leader is to take overall political responsibility. Project Management protocol now introduced and training programme identified. The Corporate Programme Board meets Training to be delivered monthly Autumn 2007. Executive Director - Resources R3 Align resources (people, Skills, capacity Cabinet and Corporate Priorities identified July finances and physical assets) and √ Management Board have 2007 with sustainable delivery of capability. agreed the main priorities. corporate priorities, including These are: identifying training needs and 1.Developing an integrated developing capacity and skills at children’s strategy; all levels. 2.Ensuring BCBC is removed from the intervention protocol in Children’s Services and redesigning Adult Services to 9
  10. 10. Intended Completion Issue Recommendation Agreed Responsibility and actions outcome/benefit Date meet an emerging, challenging agenda; 3.Producing a development strategy for Porthcawl; 4. Keeping a focus on sustainability and achieving Green Dragon level 3; 5.Developing a first point of contact service for customers; 6.Developing an effective Local Service Board; and 7. Producing a medium term financial strategy. The Leader is to take overall political responsibility. Project Management protocol now introduced and training programme identified. Performance Management is being monitored through QBR and the business plan Training to be delivered process. Autumn 2007. Executive Director - Resources Performance Management training commenced. QBRs timetabled for the 10
  11. 11. Intended Completion Issue Recommendation Agreed Responsibility and actions outcome/benefit Date remainder of the year. Executive Director – Strategic Change As part of the Corporate Autumn 2007 Plan process the budget will be aligned to deliver the priorities Cabinet March 2008 11
  12. 12. Intended Completion Issue Recommendation Agreed Responsibility and actions outcome/benefit Date Strengthen R4 Manage performance in key Attitudes and Project Management Training to be delivered Performance areas by following-through from behaviour. √ protocol now introduced Autumn 2007. Management planning to action and into and training programme . positive results. identified. Performance Management is being R5 Ensure risk awareness, monitored through QBR performance management and and the business plan financial discipline are linked process. and Executive Director - become routine at all levels, Resources supported by the pan-Wales performance management Performance Management software. training commenced. Autumn 2007 QBRs timetabled for the remainder of the year. Executive Director – Strategic Change As part of the Corporate Plan process the budget March 2008 will be aligned to deliver the priorities Cabinet Ffynnon software being April 2008 implemented Executive Director – Strategic Change 12
  13. 13. Intended Completion Issue Recommendation Agreed Responsibility and actions outcome/benefit Date Improve R6 Celebrate and learn from Communication. Continue to submit bids for Four bids by March 2008 communication success, capture lessons √ awards further. systematically and spread good practice. CMB Communication plans being April 2008 developed for each directorate and incorporated into business plans. Executive Director – Strategic Change Developing a fully 2010 transactional and bilingual web site as part of the Customer Care project Executive Director – Strategic Change Improve R7 Identify internal and external Communication. Customer Care Project:: communication stakeholders to corporate √ further. projects and develop plans for Establish a Customer November 2007 communication and reputation Services Charter management. Appendices Establish a Customer April 2008 Service Centre Establish a team of April 2008 Customer Service Advisers Establish a Customer 13
  14. 14. Intended Completion Issue Recommendation Agreed Responsibility and actions outcome/benefit Date Relationship Management (CRM) solution Executive Director – Strategic Change Establish LSB 2008/9 Chief Executive Continue to publish Bulletin Three/four issues per and distribute to every year household Executive Director – Strategic Change All major projects to have a Ten communication plans communication plan. in place (reflecting Programme Board) by Programme Board December 2007 Appendix 2 14

×