Achieving Excellence in Corporate Performance

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• Achieving Excellence in Corporate Performance
• Institute of Public Sector Management
• 11 June 2003

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• Martin A Blake
• Programme Director
• Moving Forward Together
• Suffolk Coastal District Council

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• Martin Blake - Pen Picture
• 20 years experience in private sector
• 15 years overseas experience
• 12 years with American oil company
• 2 years as MD and Board Member of International
  Finances Services Company
• Currently a Scrutinising Board Member of Welsh
  Water
• Recently completed Doctorate in Business
  Administration (DBA)

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• Presentation overview
• Context
• Philosophy
• Programme
• Performance Management Framework
• Balanced Scorecard
• Human Resources Capability Competency Framework

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• CONTEXT

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Where to find us
www.suffolkcoastal.gov.uk
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• Suffolk Coastal District
• Maritime Authority - Port of Felixstowe
• BT Research Laboratories Adastral Park
• Aldeburgh Festival / Benjamin Britten
• Constable Country
• Easy commuting distance from London
• Rural / Agricultural Area 112,000 residents -
  many second homes

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• The Council
• 55 Elected Members
• 43 Conservative
• 7 Liberal Democrat
• 2 Labour
• 530 Employees
• Debt Free (No housing stock)
• 12.6million annual budget
• 3 Best Value Leisure Services
• 2 Best Value Revenues Benefits Service

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• Stimulus for a Comprehensive Change Management
  Programme
• External factors
• Increased customer expectations
• Nationally agreed pay award
• National Insurance contributions
• Low Interest Rates
• Increased Pension fund contributions
• Resulted in 750,000 budget deficit 2002/2003

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• Decision ? Efficiency Review
• External Consultants
• Carole Madden Associates

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• Efficiency Review Findings
• High Performing Council but weaknesses identified
• Silo mentality - functional management
• Inconsistent practices
• Cultural issues in some departments
• Limited cross functional working
• Inadequate Management Information Systems
• Disparate budget and strategy planning functions
• Poor Member / Officer relations, particularly
  following implementation of Modernising Agenda

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• Council issued Invitation to Tender for external
  consultants to assist with implementation of
  recommendations identified within the Efficiency
  Review
• Not only to look at the short term 2002/2003
  budget deficit but to achieve sustainable
  organisational improvements over longer term

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• CMA, with support from GCL Consultants for
  Balanced Scorecard and BPR, successfully tendered
  for Phase II
• Following consultation with staff, Phase II was
  re-branded Moving Forward Together
• Martin Blake appointed Programme Director

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• PHILOSOPHY

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• An approach based on reductionism and fragmented
  application of methods and techniques would not
  provide the utility nor the desired outcome
• Based on this supposition a multi-methodological
  organisational intervention strategy was
  formulated

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• Moving Forward Together programme comprises of
  14 inter-related projects to deliver a holistic
  organisational analysis and intervention based on
  Systems Thinking Action Research and Action
  Learning

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• PROGRAMME

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Programme Structure
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Programme Plan Direction
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1. Vision and Ambition
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2. Customer Management
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3. Relationship Plan
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4. Business Process Re-engineering
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5. Investment/Disinvestment
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6. Information Management System
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7. Employee Brand
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8. Partnerships
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9. Grant Optimisation
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10. Meeting Effectiveness
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11. Organisational Design
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12. Performance Management Framework
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12a. Balanced Scorecard
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12b. HR Capability Capacity
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• Performance Management Framework
• Balanced Scorecard
• Human Resources Capability Competency Framework

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Performance Management Framework

• Selection Process
• Looked at best practice in public and private
  sectors
• Further research on public sector examples
  (Barking Dagenham NHS MoD HM Treasury City
  of Charlotte USA)
• Engaged with experts, academics, consultants,
  software suppliers and The BSC Collaborative

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Performance Management Framework

• Selection Process
• Balanced Scorecard chosen in preference to EFQM
  as the driver of organisational change not just
  as a performance management tool
• Scorecard development was Action Research /
  Action Learning not an ICT project
• Human Resources Capability and Competency
  Framework to be adopted

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• BALANCED SCORECARD

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• VISIONING DAY
• Attended by Leader of Council, Cabinet, and other
  members, Management Team, Senior Management Team
• Developed Councils Vision and Strapline
• 5 key Strategic Themes
• Adapted Kaplin Norton model to 6 perspectives

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• Suffolk Coastal District
• Where Quality of Life Counts
• The Vision
• Suffolk Coastal should be a District where
  people
• Want to live and to invest
• and
• Care for others and the environment
• See delegate pack - Paper 1

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• Suffolk Coastal District Council
• Five Strategic Themes
• Community Well-being
• Economy
• Housing
• Natural and Built Environment
• Rural Issues
• Other obligatory services

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• Suffolk Coastal District Council
• Six Perspectives
• Funding for Future Success
• Optimising Organisational Performance
• Improving Customer Satisfaction
• Developing our People
• Serving our Community
• Effective Leadership

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• Deliverables from Visioning Day
• Vision
• 5 Strategic Themes
• 6 Balanced Scorecard Perspectives
• Convened Scorecard Project Team
• Five cross functional teams
• To develop Corporate Scorecard as per Strategic
  Themes

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• Convened five workshops one per Strategic Theme
• Attended by Members and key officers, working on
  each cross cutting theme (e.g. Housing - officers
  from Housing, Building Control, Development
  Control, Benefits)
• Developed Aims for each Strategic Theme

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Strategic Aims

• Community Well-being Promote and protect the
  well-being of the community in terms of its
  health, safety, leisure and cultural
  opportunities
• Environment Protect, improve and make
  sustainable use of our environment for the people
  who live, work and visit the area leaving a rich
  and diverse legacy for future generations

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Strategic Aims

• Economy Improve the quality of life of the
  community through a prosperous and sustainable
  economy
• Housing Ensure the provision of, and access to,
  appropriate housing to meet existing and future
  needs
• Rural Issues Improve the quality of life for
  rural communities by ensuring access to services
  whilst supporting diversity

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• Re-iterated between Balanced Scorecard Team, MFT
  Project Teams, Finance, Steering Group, Directors
  and Members
• External Validation (CMA, GCL Consultants, OPDC,
  IPSM)
• Following validation BSC teams now working on
  Actions, Targets and Measures
• See delegate pack Paper 2 - Corporate CSFs

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• Next Stage
• Experienced Disciples of the primary Balanced
  Scorecard Team will facilitate five cross
  functional teams to develop the next level of
  scorecard based on the themes - Service Level
  Scorecard
• At Service Level the actions that contribute to
  the strategic theme will be identified and costed
  accordingly

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Alignment of Organisation and Budget to Scorecard

• This process will also inform the Organisational
  Design project - with functional areas being
  clustered to compliment strategic delivery
• This enables the delivery of strategic themes to
  be costed and resources allocated appropriately.

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• HR CAPABILITY COMPETENCY

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• Purpose is to strategically align the Councils
  Human Resources with its strategic intent
• Individual employee performance will be
  intrinsically linked to the corporate performance
  management framework via the 6 scorecard
  perspectives

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Balanced Scorecard Perspective Developing our
People3 Key Competencies
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Perspective Developing our PeopleUnderlying Key
Competency Team Working
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• Delegate Pack
• Paper 1 - SCDCs Vision
• Paper 2 - SCDCs Corporate Scorecard (Strategic
  Themes Critical Success Factors)
• Paper 3 - SCDCs HR Capability Competency
  Framework Key Competencies
• Paper 4 - SCDCs HR Capability Competency
  Framework Positive Negative Behaviours
  for Team Working Key Competency

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Thank you

• Contact details
• Martin A Blake
• Programme Director MFT
• Telephone [phone]
• email martin.blake_at_suffolkcoastal.gov.uk