Childrens Services Transformation Programme Project charter Organisation Design

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Childrens Services Transformation Programme
Project charterOrganisation Design
Project objectives
Key activities

• This project will re-design how the key resource
  of the Childrens Services Authority (its staff)
  are organised and managed. In order to achieve
  effective change, which is embedded and
  sustained, staff must not only be engaged but
  feel informed and consulted. This project will
  therefore include the internal communications to
  achieve this.
• Key objectives are therefore, in close
  conjunction with SLT, to
• Redesign the organisation.
• Ensure staff are informed of the reasons for
  change.
• Establish an equitable human resource process
  which establishes, at a time of change a sense of
  justice and fairness.
• Create mechanisms for consultation with staff
  which enable staff to participate and where their
  comments are genuinely heard.
• Roll out a timely change process which enhances
  and is enhanced by JAR preparations.
• Create a consistent skills base for a high
  performing management teams.
• Increase the visibility of SLT.

December 2007 - Changing Times Workshops Jan
May 2008 - Detailed work on Organisational
design Jan Mar 2008 - Further communication
with staff Jun July 2008 - Stage 2 of Changing
Times Workshops Jul 2008 - Political decision
(target date) August 2008 - Finalised Structure
published Sep Dec 2008 - Staff Selection Nov
Dec 2008 - Establish new Teams working within
Areas and input into design of associated
management skills support packages/training
Project scope
Benefits

• Included
• Staff within Children Young People and Families
• As appropriate children, young people and
  families
• Managers within Children Young People and
  Families
• Excluded
• Schools
• Other agencies

Transformed Service that breaks down old
barriers. Sustainable Change (management of New
Service should cost less). Energetic reaction to
change not disaffection. Fuller use of skill base
within a more efficient structure. Equitable
process to appoint staff to new posts.
Partners
Interdependencies on/with other projects
This project is part of a wider transformation
programme so partners will be those other project
sponsors and leads to achieve the desired outcome
of a New Service.
Cost reduction and efficiency (requires detailed
design) Budget Re-alignment (requires detailed
design) ICT Frameworki / decisions re
e-CAF Integrated Support Services organisational
implications for increased expectations of staff
in universal and targeted services. IYSS is
there congruency between IYSS as at April 2008
and the anticipated new service as at April
2009. One Cornwall particularly re area size,
localised town structure, customer access and any
change to structure of support services.
Team members

• Sponsor Shelia Smith
• Project Manager Helen Ferris
• Others Harriet Andrew Personnel, Shelia
  Smiths SMT (as required),
• Administrative Support (via SMT structure), Nicki
  Atfield Training Development
• (MDCs), Policy and Administrative
  Officers,Champions Group via CYPF Managers
• Meetings

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Childrens Services Transformation Programme
Project charterOrganisation Design
As-is data collection requirements
Key deliverables from your Project
Accurate data needed re - staffing, structures,
numbers and costs. Detail of how efficiencies
will be achieved and any staffing implications.
Change Workshops completed - by December
2007 Responses analysed - by end January
2008 Complete Organisational design process e.g..
Structure Design staff selection process by
July 2008 Design job descriptions (and agree pay
scales) by July 2008 Confirm new Structure
September 2008 Staff to know their new jobs and
locations by 20th December 2008
Proposed resources required
2007/08 Equipment, Locations Speaker
costs Publicity materials e.g..
Newsletter Website and other tasks 2008/09 Manage
ment Skills Programme in line with New
Structure Special Events X 3 Equipment, Venue and
Speaker costs. Publicity Materials Additional
Personnel Support up to April 2009 Budget
required for other expenses Costs of external
support for Management Skills Programme in Autumn
2008 Launch of new Directorate leaflets for
children, families, staff etc.
Key decisions you require by when
ASAP LGR implications e.g.. Area size, Team
locations End March 2008 Final drafting of new
Structure End Jan 2008 Agree Phase 1 jobs for
completion and complete PID End March 2008
Final decision on Staff Selection Process August
2008 Restructure agreed December 2008 Staff
appointed
Key risks
Poor JAR / CPA outcome Elected Member reluctance
to agree to a radical reorganisation Staff
reluctance once structure published New Service
costs under estimated Low staff morale
affecting ongoing service delivery and impacting
on retention of key staff Key Staff leaving the
Service Public criticism of CYPF Directorate
(unpredicted events) SLT not making key decisions
early enough. Project Manager for this project
has operational (including JAR)
responsibilities. Lack of SLT time to front-up
Change.
Key assumptions
There will be better outcomes for children in the
medium to long term. That we cannot continue
doing what we are doing in the way we are doing
it. That the new service will be more efficient
and effective than the current one.