Changing For The Andrea Calder Corporate Improvement Dundee City Council.

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Presentation transcript:

Changing For The Andrea Calder Corporate Improvement Dundee City Council

Overview Changing For The Future (CFTF) Programme Leadership & Culture Successes & Challenges Internal Audit What Next?

Changing For The Future (CFTF) Programme 1

Background Best Value 2 Pathfinder Audit 2010 “too slow” and “needs to improve more quickly” ‘fair prospects for future improvement’ Best Value 2 Pathfinder Audit 2010 “too slow” and “needs to improve more quickly” ‘fair prospects for future improvement’ Financial Constraints Savings needed 2011/12 – 2013/14 £24.2M (Oct 09) 2011/12 – 2013/14 £39.3M (Aug 10)

CFTF Programme Corporate Improvement Team set up for 2 years Programme strands – VR/VER, Annual Dept Savings, Tayside Collaborative Opportunities PLUS Phase 1 – 35 projects identified

Phase 1 Reshaping Service Delivery – 24 projects Examples - back office, ground maintenance, community safety, etc.. Assets - 6 projects Examples property, fleet, etc.. Assets - 6 projects Examples property, fleet, etc.. Enabling Change – 5 projects Examples – mobile working, VR/VER, workforce mgt, etc..

Progress Phase 2 & 3 saw a further 23 projects being initiated Project Stage Summary – Review = 2 Implementation = 11 & Complete = 45 Project Stage Summary – Review = 2 Implementation = 11 & Complete = 45 Savings via CFTF - £16.6M

Leadership and Culture 2

Communication Senior Management Visibility Chief Executive's Briefings, CFTF & Intranet Chief Executive's Briefings, CFTF & Intranet Good News, Sharing & Awards

Leadership Leadership Events, Breakfast meetings, Cross Department working Qualifications /Training – MSc Leadership, Coaching, E-learning, EPDRs Qualifications /Training – MSc Leadership, Coaching, E-learning, EPDRs Surveys & Feedback

Culture One Council, One Team, One Vision Customer 1 st / can do approach Involved and empowered employees

Continuous Improvement STEP Programme

CFTF Successes and Challenges 3

Successes Dedicated resources Approach – project mgt, tools, etc. Sponsors - member of CMT Monitoring

Online database Chief Executive – fortnightly meeting Corporate Mgt Team Elected Members – Board / Committees

Challenges Savings Targets Resources Culture Benefit realisation Politics

Internal Audit 4

Adding Value Knowledge & Research Challenge Challenge Advice Assurance

What Next? 4

2015 onwards New Chief Executive & Mgt Re-structure Demand pressures & Welfare Reform Partnership working Further Savings circa £23.5M Further Savings circa £23.5M

CFTF 4 Digital / ICT Assets Workforce Modern Council Modern Council

Questions