|
|
Month |
Action |
Responsibilty |
September
2005
|
Have identified and published our expectations of individual schools’ performance for 2005/06 |
|
|
Staff Focus group commences |
|
|
|
Launch the plan with a middle managers’ conference |
|
|
|
October 2005 |
Change plan agreed by Directors and Cabinet |
|
|
The change co-ordinating team to be in place |
|
|
|
Service efficiency savings identified |
|
|
|
Corporate Objective Group for the Objective of being a high performing Council is established |
|
|
|
The Aim High team for the target of cost reductions is established to support the budget process |
|
|
|
Commence implementation of the communications plan |
|
|
|
Prioritisation of initiatives in the plan and the overall approach to their management agreed |
|
|
|
Changes to the organisational structure completed |
|
|
|
All other work in connection with strategic partnering for central services to begin in earnest |
|
|
|
Corporate Objective Group for Children and Young People established |
|
|
|
November 2005 |
Corporate efficiency savings identified |
|
|
All Corporate Objective Groups established |
|
|
|
Informal Cabinet and Directors Group to commence fortnightly reviews and updates to the plan. |
|
|
|
Initiate bi-weekly "coping with change” lunchtime seminars for all staff |
|
|
|
Initiate the programme of Friday forums |
|
|
|
Process re-engineering of selected service completed |
|
|
|
Priority service budget bids received |
|
|
|
Zero based budgeting exercise complete |
|
|
|
External change advisors on strategic partnering for central services commence work |
|
|
|
Implement leadership development course for all middle managers who will be the key drivers of the change plan |
|
|
|
Mechanism for appointing to Aim High Teams established |
|
|
|
December 2005 |
Agree our principles of community leadership |
|
|
All vacant posts in the new organisational structure to have been filled |
|
|
|
January 2006 |
Staff focus group to consider its expectations of a rewards system |
|
|
All Corporate Objective Groups to commence monthly progress reports to Directors’ Group |
|
|
|
A statement of values, beliefs and behaviours to be agreed and accepted by all internal stakeholders |
|
|
|
Talented individuals and the benefits that they can deliver to the Council to have been identified |
|
|
|
Initiate a monthly seminar programme to grow employees’ understanding of strategic partnering |
|
|
|
February 2006 |
Completes consultation with stakeholders in respect of our principles of community leadership |
|
|
Programme of mentoring for talented individuals to have commenced |
|
|
|
Formal review of the effectiveness of the change co-ordinating team in maintaining the momentum of change completed |
|
|
|
Corporate Objective Groups to have negotiated indicators of success with the LSP |
|
|
|
Draft proposals for a reward based performance system to be produced |
|
|
|
March 2006 |
All Aim High teams to have been established |
|
|
All employees to understand the change plan and the processes that underpin its delivery |
|
|
|
All priority Aim High teams to have confirmed their targets with the relevant Corporate Objective Groups and the expected performance in year |
|
|
|
April 2006 |
Have a community leadership model in place |
|
|
All staff in tranche 1 of the strategic partnering plans to have had the opportunity to discuss their career aspirations with their line manager or HR advisor |
|
|
|
A clear criterion for the use of succession planning is developed |
|
|
|
Internal successors for key positions have been identified |
|
|
|
A refreshed competency skills matrix has been agreed and is in use in the PDR process |
|
|
|
Staff performance reviews are to consider performance against the values and beliefs statement as a formal part of the PDR process |
|
|
|
Reward system introduced |
|