GBC HLIP - for Audit Commission 9.9.04

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Gravesham Borough Council – High Level Improvement Plan Improvement Expected Outcome Year Lead Member Lead Officer 1 Strategy and communications 1 Improve consultation with all Generate increased community 1-2-3 Leader CS stakeholders and feedback to the involvement and ensure community by setting measurable provision of services that the standards for service delivery, community wants (through the monitoring and reporting back to the Internal Communications community. (To incorporate hard to Strategy and the development of reach and other specific groups such an external communications as the youth and the elderly). strategy). 2 Accelerate steps to improve internal A better informed workforce that 1-2 Cabinet Member for HDS communication though giving a is aware of current issues and is Resources higher priority to implementing the clear about Gravesham’s Internal Communications Strategy, priorities. Higher levels of staff completing and implementing an satisfaction. external communications strategy and by the further development of our staff survey programme. 3 Further develop the Customer Increased focus on customers, 1 Cabinet Member for HPAM Contact Centre to help put people streamlined initial contact with Resources first. customers, improved customer satisfaction and reduced customer complaints. 4 Conduct a Best Value review of Improved customer satisfaction 1 Cabinet Member for HAPM customer satisfaction. and reduce customer ...

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• Publié par: Foed
• Nombre de lectures: 19
• Langue: English

Extrait

Gravesham Borough Council – High Level Improvement Plan

Improvement

Expected Outcome

Year

Lead Member

Lead Officer

August 2004

1

1 Strategy and communications

1 Improve consultation with all

stakeholders and feedback to the

community by setting measurable

standards for service delivery,

monitoring and reporting back to the

community. (To incorporate hard to

reach and other specific groups such

as the youth and the elderly).

Generate increased community

involvement and ensure

provision of services that the

community wants (through the

Internal Communications

Strategy

and the development of

an external communications

strategy).

1-2-3

Leader

C

S

2 Accelerate steps to improve internal

communication though giving a

higher priority to implementing the

Internal Communications Strategy,

completing and implementing an

external communications strategy

and by the further development of our

staff survey programme.

A better informed workforce that

is aware of current issues and is

clear about Gravesham’s

priorities.

Higher levels of staff

satisfaction.

1-2

Cabinet Member for

Resources

HDS

3 Further develop the Customer

Contact Centre to help put people

first.

Increased focus on customers,

streamlined initial contact with

customers, improved customer

satisfaction and reduced

customer complaints.

1

Cabinet Member for

Resources

HPAM

4 Conduct a Best Value review of

customer satisfaction.

Improved customer satisfaction

and reduce customer

complaints.

1

Cabinet Member

for

Service Excellence

HAPM

5 Clarify what are not the council’s

priorities with a recognition that some

existing services will no longer be

provided.

Increased focus on what matters

to the community.

1

Leader

&

Cabinet

MD

6 Embed a risk management culture

within the organization incorporating

a formal risk management system.

Minimized risks and improved

quality of decision-making.

1-2

Cabinet Member for

Service Excellence

Executive Director

(Corporate

Services) & HAPM

SMT

7 Align human resources with the

Improved focus on priority tasks.

1-2

Leader

&

Cabinet

SMT

Gravesham Borough Council – High Level Improvement Plan

Improvement

Expected Outcome

Year

Lead Member

Lead Officer

August 2004

2

council’s priorities.

HFS & HPAM

8 Improve the strength of the council’s

financial position by developing the

role of the Sustainable Budget Group

and re-aligning resources to reflect

corporate priorities.

Increased scope for continuous

improvement and development.

Capacity put in place to deliver

priorities.

1

Leader

Executive Directors

HFS & CS

9 Fully utilize Cabinet Advisory Panels. Maximized use of member

contributions.

1

Cabinet Portfolio

holders

Executive Director

(Corporate

Services)

Gravesham Borough Council – High Level Improvement Plan

Improvement

Expected Outcome

Year

Lead Member

Lead Officer

August 2004

3

2 Leadership and management development

10 Build on the existing strong political

and managerial leadership to

strengthen the decision-making

process, ensuing that mechanisms

are fit for purpose and owned by

Members and senior officers.

Clearer focus on priorities and

outcomes.

1-2

Leader

SMT

CS

11 Develop management skills and

competency.

Provide management

development and support to drive i)

improvement in frontline services ii)

modernization and sustained change.

Enhanced management

capacity

1-2-3

Cabinet Member for

Resources

HPAM

12 To improve as a learning

organization through a range of

methods to capitalize on learning

opportunities.

Achieve continuous

improvement in service delivery

through improved quality of

processes and workforce.

1-2-3

Cabinet Member for

Resources

HPAM

13 Introduce member development

programme.

Improved leadership and focus.

1-2

Leader & Cabinet

HPAM

&

HDS

C

S

14

R

e-align Cabinet portfolios to ensure

a better match with the

Corporate

Plan

themes (in particular in relation

to Community Safety and Jobs &

Businesses).

Increased focus on priority

areas.

1

Leader & Cabinet

MD

CS

15 Enhance and improve organizational

development to increase capacity

and develop sustainable service

delivery.

A responsive organization that

meets the changing needs of the

community.

An organizational

culture that achieves continuous

improvement.

1

Leader & Cabinet

MD

SMT

Heads of Service

16 Introduce an overarching Human

Resources Strategy and further

develop the Human Resources

function including policies and

practices to deliver the strategy.

Improved HR capacity

throughout the organization.

An

increased ability to improve

through sound change-

management processes and

1

Cabinet Member for

Resources

HPAM

Gravesham Borough Council – High Level Improvement Plan

Improvement

Expected Outcome

Year

Lead Member

Lead Officer

August 2004

4

techniques.

17

Improvement Group to be set up to

supersede the CPA Group to drive

through changes and improvements

resulting from the CPA process.

Maintained momentum in the

modernization and sustained

change agenda.

Delivery of the

HLIP improvements.

1

Leader & Cabinet

Member for Service

Excellence

SMT

HAPM

IG

Gravesham Borough Council – High Level Improvement Plan

Improvement

Expected Outcome

Year

Lead Member

Lead Officer

August 2004

5

3 Performance Management

18 Embed a performance management

culture that incorporates a formal

performance management framework

(PMF) and system within the

organisation.

Improved performance and

achievement of targets and

objectives.

Improved service

delivery.

1-2

Cabinet Member for

Service Excellence

Executive Directors

& Heads of Service

19 Ensure the effectiveness of PMF

meetings between Cabinet Members,

Directors and heads of services by

monitoring the operation of the

Framework.

Greater emphasis on focusing

on progress towards Corporate

Plan targets and the

identification of actions to

accelerate achievement of those

targets.

1

Leader

&

All Cabinet

Members

Heads of Service

20 Further develop the role of Scrutiny.

Formalize the routine meetings

between shadow portfolio holders

and heads of service with a view to

improving communication, challenge

and scrutiny.

Increased and improved

challenge of the organization’s

procedures, processes and

improvement measures.

1-2-3

Leader of the

Opposition

MD

21 Set service standards and targets for

key services and ensure customers

are aware of them – aiming for upper

quartile performance across the

board.

Improved customer awareness

of service expectations and

improved service delivery.

1

Cabinet Member for

Service Excellence

Executive

Directors, HAPM

&

Communications

Team

22

R

e-align service plan objectives to

the

Corporate Plan

objectives.

Improved clarity and focus on

agreed priorities.

1

Cabinet Member for

Service Excellence

Executive Directors

& Heads of Service

23 Implement our positive response to

the final Peer Challenge report, and

CPA report through effective

performance management.

Clarity of focus on key areas

requiring improvement, leading

to improved service delivery.

1-2-3

Leader

&

Cabinet

Member for Service

Excellence

Directors Group

HAPM

IG

Gravesham Borough Council – High Level Improvement Plan

Improvement

Expected Outcome

Year

Lead Member

Lead Officer

August 2004

6

4 Community Safety

24 Develop and introduce a new

Community Safety Strategy for

Gravesham.

Clear articulation of the council’s

aspirations for securing

improvements in the safety and

security of the community.

Clarification of the respective

roles and responsibilities of all

the parties involved and the

identification of the specific

contributions they will make

.

1

Cabinet Member for

Community

Wellbeing

Executive Directors

& HLS (legal)

25 Introduce a more co-ordinated and

corporate approach to the

achievement of community safety.

Improved quality of life and

reduction in crime and the fear

of crime within the community.

1-2-3

Cabinet Member for

Community

Wellbeing

Executive Director

(Corporate

Services)

26 Increase the council’s involvement in

tackling anti-social behaviour.

Improve the quality of life for the

community within Gravesham.

1-2-3

Cabinet Member for

Community

Wellbeing

HLS (legal)

27 Increase level and quality of youth

activities by actively engaging with

young people and implementing

agreed action.

Improved opportunities for

positive activities for young

people and a reduction in youth

crime levels.

Further

development of the Youth

Council.

1-2

Cabinet Member for

Community

Wellbeing

HLS (leisure),

Executive Director

(Community

Services), HLS

(legal) & CSO

5 Corporate Developments and Specific Service Improvements

28 Develop and implement a new

procurement strategy – to incorporate

the effective use of other

procurement options, suppliers and

sectors.

New options for service delivery,

including partnerships.

Enhanced capacity through

more effective use of suppliers

and sectors.

1-2-3

Leader & Cabinet

Member for

Resources

Executive Director

(Corporate

Services)

29 Rolling programme of major IT

system replacement.

Increased service efficiency and

capacity.

1-2-3

Cabinet Member for

Resources

HITS

30 Treat the improvement of Housing

Services as a corporate priority.

Improved quality of service to

Housing customers.

1-2-3

Cabinet Member for

Housing &

Executive Directors

& HHS

Gravesham Borough Council – High Level Improvement Plan

Improvement

Expected Outcome

Year

Lead Member

Lead Officer

August 2004

7

Neighbourhood

Renewal

31 Set clear, measurable local

standards and targets for housing

repairs and maintenance that reflect

the current and future needs of

tenants and residents.

Improved customer awareness

of service expectations and

improved quality of service to

Housing customers (Decent

Homes Standard achieved).

1

Cabinet Member for

Housing &

Neighbourhood

Renewal

Executive Director

(Community

Services) & HHS

32 Continue the improvement of the

Housing Benefits service.

Specifically, increase the speed of

processing benefit claims and

improve our arrangements for dealing

with benefits fraud.

Improved service for claimants &

reduced hardship for vulnerable

members of the community.

Upper quartile performance in

benefits processing by the end

of 2005/06.

Decrease the

incidence of benefits fraud.

1-2

Leader

HFS

33 Introduce a more co-ordinated and

corporate approach towards the

achievement of quality public spaces,

including the quality of highways,

pavements and car parks in

Gravesham.

Improved quality of public

spaces including traffic and

pedestrian amenity and

environment.

1-2-3

Leader & Cabinet

Member for

Environment,

Community Health &

Public Space

Executive Director

(Community

Services)

Key to Lead Officer Titles:

Key to Group Titles:

MD

- Managing Director

SMT

- Strategic Management Team

C

S

- Cabinet Secretary

IG

- Improvement Group

HDS

- Head of Democratic Services

HPAM

- Head of Personnel & Asset Management

HAPM

- Head of Audit & Performance Management

HFS

- Head of Financial Services

HLS (legal)

- Head of Legal Services

HLS (leisure) - Head of Leisure Services

CSO

- Community Safety Officer

HITS

- Head of IT Services

HHS

- Head of Housing Services

HES

- Head of Engineering Services