• Administering Performance Framework and software to support it
• Facilitating Performance Monitoring, Reporting and Management
• Embedding Programme and Project Management
• Effecting Culture Change
• Promoting Customer Service Excellence
• Offering Support and Guidance relating to above
Corporate Policy
How Policy Implemented
Equality & Diversity
• Improvement and Projects service will carry out the timetabled Equality Impact Assessments as detailed in the Councils Inclusive Equalities Scheme, and where necessary will assist other Service Units with their Equality Impact Assessments.
• This service unit will engage with equality self-assessment, scrutiny and audit on service delivery.
• This Service Unit will assist where possible in the development of an information and monitoring system for the Council’s work on Equality & Diversity.
• Staff within the unit will comply with Council policy for responding to harassment on the grounds of race, disability and gender.
• The service unit will engage in consultation with designated community, staff and stakeholder groups on its equality impact and needs/requirements assessment and its service delivery.
• In any partnership arrangements that this service unit enters into, it will seek to ensure that the equality policy and objectives are incorporated.
• This service unit will engage in development of service level equality objectives and targets.
• Where necessary, the service unit will establish planning groups for monitoring and information systems.
• Staff in the service unit will be encouraged to participate in equality and diversity training opportunities offered by the Council.
The Improvement & Projects Unit’s approach to equality and diversity issues is governed by the Council’s Inclusive Equalities Scheme 2007.
Data Quality
Adherence to Covalent Local Protocols, ensuring validity, currency and accuracy of data
Service Policy
How Policy Implemented
BVPI Guidance
The Improvement & Projects Officer endeavours to ensure that all Best Value performance indicators are calculated in accordance with the guidance
Service Partner Providers
How Partner Supports Service Delivery
None
IT Systems
How IT System Supports Service Delivery
Covalent
Performance Framework software which holds all performance data relating to Actions, Risks and Indicators
Achievements: Previous Year & Current Year (to date)
Measure or Milestone
Reference
Target 2006/7
Actual 2006/7
Target 2007/8
Forecast2007/8
Introduced Programme Management
Achieved
Successful embedding of new Project Management methodology
Achieved
Promoting a Performance Management Culture which focuses on Outcomes and Benefits
Achieved
Encouraging Councillor participation in Performance Monitoring
Partly Achieved
Success
How Achieved
Lessons Learnt
Introduced Programme Management Approach
Perseverance
Embedded Project Management
Development of a Berwick specific methodology and rolled out training across the managers and members
Training is essential in order to embed any new proposal
Challenge
How Resolved
Outcome
To report on Impact and achievement using the information from Covalent
Revised Service Planning format & revised appraisal scheme
Should make the “linking” between individuals, service plans and corporate goals easier to construct and report on golden thread
Financial Resources to Deliver Services
Note: This section of the report will be based on information contained in the Budget Book for the current year, in this case 2007/08. The original budget figures for the current financial year will be used as the base line figure for the calculation of cashable and efficiency gains.
Single person service covering role of Programme Manager, Improvement facilitator and associated projects
Efficiency Measure
Reason for Difference to Local / National Trend
Please complete the three following tables (if applicable) indicating how partnership working, IT systems or adherence to / achievement of quality standards have contributed to value for money.
Service Partner Providers
How Partner Supports Service VFM
IT Systems
How IT System Supports VFM
Covalent
Overhead of data entry disseminated across council staff
How Service Links to Council Priorities
This section contains the same information as collected in the previous year’s budget setting process. The priorities will be reviewed by the Members and either modified or confirmed as consistent (remaining the same as last year). The data provided on this document will be summarised and challenged at Corporate Management Team for content and consistency.
Priority
Description of how service contributes to Council Priority
1
Main priority of this service is to examine ways how this can be achieved and actively promote service excellence. Support for all projects undertaken to achieve this priority
2
3
4
5
6
7
8
9
10
11
12
Contribution to Other Five C’s
Outcome Factor
Description of how service contributes to “C” Factor
Customers
Work on CSWG to promote excellent customer service
Communication
Pivotal role in ensuring that all staff understand and are involved in how the council can improve and how staff can contribute
Cohesion
Pivotal role in ensuring that all staff understand and are involved in how the council can improve and how staff can contribute
Culture
Production of new appraisal system to promote valuing of staff
Compliance
Promote compliance in performance monitoring, management, project management, programme management
Service Proposals for next 3 Years
Measure / Milestone
Reference
Forecast2007/8
Target 2008/9
Target 2009/10
Target 2010/11
Demonstrate impact of improvement projects
Complete “Golden Thread” reporting capability
Implement and embed revised appraisal system
Support Improvement Programme Board
Support Project Managers
These targets will feed directly into the Best Value Performance Plan. Once the targets have been established and agreed (in principle) with the Head of Service or Director, an assessment of resources required should be made in the next table.
Measure / Milestone
Reference
Resources Needed
Less
Same
More
The achievements of some of these targets will be achievable within existing or reduced resources.
Where service improvements are linked to more resources a ProjectBrief (template available on the Intranet) should be completed and submitted to the Programme Improvement Board.
Where service improvements are linked to less resources, the proposals for savings should be identified in the Proposals to Achieve Cashable & Efficiency Gains section.
Liaison with Audit Commission / GONE would be reduced
Project Management would be compromised
Service Planning would be compromised
Performance Monitoring and Reporting would be compromised
Impact Assessed as:
Measures of Impact
Council would not be in best position to offer local services.
Staff may lose jobs in single unitary due to reduced skill levels
Significant
Budet Code
Improvement & Projects
Risk Assessment
Scenario
Reduction of 3%
Assigned To
.
Risk Factors
.
Likelihood Assessed as:
Financial Cost
.
High
Potential Effect
Wage cut is the only way to achieve this reduction
Impact Assessed as:
Measures of Impact
Potential less skilled staff leading to reduced improvements
Marginal
Budet Code
Improvement & Projects
Risk Assessment
Scenario
Reduction of 10%
Assigned To
.
Risk Factors
.
Likelihood Assessed as:
Financial Cost
.
High
Potential Effect
Loss of human resource time
Impact Assessed as:
Measures of Impact
No budget means that it would be 10% of the staff resource lost resulting in reduced activity in all areas - or a cessation of either programme management, project management or performance management
Significant
Proposals to reduce Cashable resource requirement by 3%
No
Description of Proposal
Value (£)
Timing
1
Brief description of the proposal including dependencies with on council or partner services
When
2
3
Proposals to reduce resource requirement by 10% (Cashable or Efficiency Effect)
