| Criteria |
Strengths |
Areas
for Improvement |
Action
Plan |
| Leadership |
- Vision,
Mission etc clearly defined and communicated
- Managers
accessible
- Participation
in professional bodies / networks /presentations etc
|
- Better
balance between task and people
- Review
of leadership effectiveness
- Reactive
in responding to improvement opportunities
|
- Redefine
policy group and utilise
- Define
characteristics of Leaders and utilise
- Develop
new accountability arrangements
- Develop
framework for evaluating partnerships
|
| People
Management |
- Staff
surveys
- Investors
in People accreditation
- Continuous
learning and development
|
- Better
use of Performance Management System to identify improvements
- Development
of more cross team co-operation
- Inconsistent
access to development opportunities and communication of events
|
- Review
and improve evaluation of training
- Develop
plans for the development of management competence and behaviours
- Develop
proposals for upward / 360% appraisal
- Incorporate
areas for improvement into business plan objectives
|
| Policy
and strategy |
- Awareness
of what we are trying to achieve
- Commitment
at all levels to Business Excellence principles
- Systematic
review / updating of vision / mission / strategy
|
- Policies
systematically reviewed, updated, communicated & applied
- Balance
between government and local drivers
|
- Update
process for policy / strategy development
- Communicate
responsibilities of policy owners
- Develop
process for wider communication and access
|
| Resources |
- Finances
managed to maximise our contract income
- Processes
for the communication of financial information
- Research
material utilised in the development of policy and strategy
|
- Supplier
development
- Increase
financial awareness at all levels
- Better
utilisation of IT systems
|
- Objectives
set for financial management
- Map
information sources and requirements
- Develop
objectives and processes for using BEM for Supplier development
- Review
of buildings, equipment and other assets
- Develop
ways of integrating policy / strategy and use of technology
|
| Processes |
- Responsibility
for procedures clearly defined
- Cross
functional improvement teams
- Comply
with external standards
|
- Definition
of critical processes
- Better
implementation of process improvements
- More
use of standards and performance measures
|
- Define
key processes and responsibility for process management
|
| People
satisfaction |
- Employee
importance ratings
- Satisfaction
with Performance Management System remains constant (92%)
- Positive
perception of vision
|
- Too
soon to show trends in measurement of systems implemented
- More
comparison with other organisations or best in class
- Use
of indirect measures
|
- Improve
process for use of exit interview information
|
| Customer
satisfaction |
- Variety
of methods being developed
- Targets
set for improvement of service quality
- Business
Link accreditation requirements exceeded
|
- Lack
of trend data
- More
comparison with other organisations or best in class
- Link
between enablers and improved customer satisfaction
|
- Review
Customer satisfaction plan and agree actions
- Develop
a long term evaluation plan
- Communicate
need to generate non core income where this meets our vision
|
| Impact
on Society |
- Donations
to charities
- Volunteering
projects
- Recycling
Paper and Aluminium cans
|
- No
measures / targets in place therefore no trends
- Do
not promote things we do to the community
- Management
of utility usage
|
- Volunteering
/ community involvement to focus on primary schools
- Stock
take and baseline existing volumes
- Activity
/ work experience etc
- Communicate
findings of Groundwork audit
- Manage
contract with Groundwork to implement improvement activities
- Circulate
Rhone Poulenc questionnaire
|
| Business
Results |
- YT
Guarantee
- Progress
against NTETS
- Increase
in surplus
|
- Cycle
times
- Costs
of service delivery
- Key
process measures
|
- Map
/ define key business measures - qualitative and quantitative
- Ensure
the above links into team and individual objective setting
- Agree
objectives for improved financial management. e.g. debt control
- Review
and modernise processes related to the above
- Review
internal communication of performance against regional / national averages
- Redefine
policy regarding the use of surpluses
- Consider
benchmarking . (e.g. WDA, SDA )
|
