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Managing Change: Transformation for Productive Public Services

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Angela Probert presentation

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Managing Change: Transformation for Productive Public Services

  1. 1. Angela Probert Strategic Director Change and Support Services Creating the Council of the Future Making a positive difference every day.
  2. 2. PAGE 2
  3. 3. COUNCIL OF THE FUTURE Creating the PHASE ONE
  4. 4. Phase one: strengthening the foundations  Redesigned the performance appraisal system to make it more accessible and based on live feedback.  Introduced 360 degree review for senior management team.  Re-introduction of an annual staff survey. OUTWARD LOOKING PARTNERSHIPS  Launched a Birmingham Partners network to provide the space and time for key players across Birmingham to come together.  Mapping of external partnerships across the organisation started. COUNCIL OPERATING MODEL  A five-year council business plan and agreed budget.  A strengthened performance management framework linked directly to the 2020 vision.  The initial set of design principles which will be used to help shape the ‘future council’. LOCAL LEADERSHIP  Instigation and election of Sutton Coldfield Town Council.  A policy shift from a governance-led model of local leadership to one characterised by community activism. INTEGRATED SUPPORT SERVICES  Identified potential savings in the region of £8m through the creation of integrated support services.  Developed a delivery model, in conjunction with heads of service. ONE TEAM
  5. 5. Phase one: We still have work to do City partners feeling like we have engaged with them as equals. Strip out bureaucracy. Full resetting of member- officer roles and relationships. The council’s leadership team to provide a clear vision for the organisation and have a grip on performance. Political leadership demonstrating the courage to take tough decisions. Members to play more of a community leadership role. Communicate a clear vision for the city and council's role within it. Tackle our organisational culture: less working in silos, more learning and a stronger outward-facing council. 1 2 3 4 5 6 7 8
  6. 6. Understanding the life journey for many in the city PAGE 8
  7. 7. COUNCIL OF THE FUTURE Creating the PHASE TWO
  8. 8. PAGE 10 • Create a culture that keeps a focus on our purpose, vision, priorities, design principles, ‘Big Moves’ and getting the basics right • Support collaboration within the council and with our partners • Actively encourage change and innovation It is something ALL of us need to own Moving to the next phase Muhiz Ali Social Worker Generic Adults Team
  9. 9. This enables us to focus on four clear priorities PAGE 11 Make the best of our unique demography and create a safe and secure city for our children and young people to learn and grow. Provide housing in a range of types and tenures, to meet the housing needs of all of the current and future citizens of the city. Birmingham will be renowned as an enterprising, innovative and green city. Helping people become healthier, especially relating to physical activity.
  10. 10. Our purpose and the model will support long term change at Birmingham City Council PAGE 12 We want to ensure that everything we do is aligned around our purpose (which is at the heart of everything we do) through to our vision. This model will help us to shape and direct change within the council.
  11. 11. Our future operating model The Council of the Future will be designed around some key principles • New ways of doing the things we need to do in the future. • A coherent, linked and established grouping of all core support services. • Streamlined management structures with reduced layers between the chief executive and the citizen to support the ‘local leadership’ role and provide clear accountability. • Retain the right people with the right skills in the right roles through talent management and succession planning.
  12. 12. HOW DO WE GET THERE? Creating the Council of the Future: Phase 2
  13. 13. Moving to the next phase A shared understanding of the Council of the Future Clear sense of purpose Enabling organisation Agile workforce, agile approach Work together, one organisation Accountability and respect Streamlined Skilled at managing change Practical differences Over the summer 700 managers and Councillors identified what the Council of the Future looked like for them and what we would all do to make it happen. Improved team working across services Less meetings Faster decision making Reducing car useLess email Managers more accountable Less bureaucracySimpler JDs Highlighting best practice teamwork Support staff shadowing front line staff
  14. 14. Our values and behaviours The values and behaviours were created by our staff and set out how we want to work with each other and the people who live and work in Birmingham. We are empathetic and respectful in everything we do. We put citizens first We are true to our word We act courageously We achieve excellence We make promises and we keep them. We lead, we manage and we tackle the difficult issues everyday, everyone of us. We strive to get things right first time, every time.
  15. 15. Guiding principles These are our ‘rules of the game’ and will help us design and shape the future council. We will need to understand them and ‘own’ them so that we can use them as part of our decision-making. Work with partners to take a whole system approach, with citizens and neighbourhoods at the heart of our decision making. Promote the independence of service users and also enable them to step up and be part of designing solutions. Use our strategic assets to leverage economic growth and investment across the city. Target our resources on our key priorities and outcomes using evidence to inform our decision making. Operate as an agile organisation, through our workforce, commissioning, procurement and delivery models. We will work in a way that aligns with our values. Whole system approach Promote independence Use our strategic assets Target our resources Agile organisation Work with our values
  16. 16. The ‘BIG MOVES’ that will deliver change These are our major changes that we have to make as an organisation to ensure that we are able to deliver on our vision and our priorities Transformation • Future operating model • Children’s Trust • STP (integrated social health and health) Budget ‘Big Tickets’ • Proposals with high impact / risk of delivery programme Organisational effectiveness and improvement • Embedding BCC’s values and behaviour • Service improvement • Agile and flexible working
  17. 17. The enablers of change We will ensure that we have the capacity and capability to support the delivery of the ‘Big Moves’ programmes and the things we do on a day to day basis Creation of an improvement hub IT and digital strategy People strategy Citizen access strategy • Providing flexibility and autonomy • Creating value to the business • Improved quality • Citizen focused • Digital facilitation • Change academy • Improvement team • Innovation lab • Ideas forum • Integrated IT & digital services • Digital facilitation • Insight • Commissioning • Governance • Innovation
  18. 18. We all need to own the changes we want to make

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