Bourton Group engaged with the former and new Chief Executive, Board and EMT to shape the strategy, its deployment and embedding into directorate and departmental plans. Focused workshops with EMT identified direction and alignment to the partnership vision, the Council’s strategic objectives and plans of various partner bodies. Alongside the internal Business Improvement Team, we co-created a planning process, common structure and process; driving overall direction into directorate plans. Working with the Director of Organisational Development, we designed an engagement process for 54 senior leaders to create an understanding of direction and process, developing greater content and detail. The resulting programme (iNspire CHange) was launched in September 2011.
The programme had four phases generating greater clarity, efficient resources, better performance management and an engaged workforce. A modular approach concentrated on developing better Focus, efficient Structure, and application of Discipline and developing Ownership; outcomes are:
- Strategy linked to HRA Business Plan to deliver “Homes and Places where people want to live”
- Corporate and Directorate Goals, Objectives, Strategies, Plans and Actions aligning individual actions to corporate intent
- Developing structures and approaches to delivery, taking a Lean approach ensuring efficiency, effectiveness and reduced waste
- Embedding of Covalent, performance measurement and monitoring approach, ensuring tracking of activity to KPI’s
- Improvement Activity to develop each Directorate’s Focus, Structure, Discipline and Ownership
- Staff engagement process for strategy communication, including a current state evaluation of staff engagement
Bourton Group adopted an active and pragmatic approach to internal controls. A one page Quad of Aims was developed with the client to scope the work. Each element of support was broken into sub-projects with defined objectives and clear ownership within our consulting team. Client and stakeholder sign off were achieved early in the process through engagement in programme design. Regular meetings were held ensuring anticipated and required outcomes were linked to activity and aligned toward organisational outcomes. Detailed project plans were reviewed ensuring planned activity was delivered in time and within budget, and required variation was considered as close to the event as possible. We asked that at the EMT level, NCH allocated a lead to ensure progress was made. Overall sponsorship rested with the Chief Executive. Programme management was carried out by the Director of Property Services and the Director of Organisational Development. A direct link was made to the Board and Chair ensuring ongoing engagement.
The QofA remained a live document, focusing activity on what was required to deliver benefits. Benefits tracking and realisation were adopted with internal and external measures established. Measurements were qualitative and quantitative e.g. business strategy delivery against timetable, directorate strategy development and deployment, engagement surveys, and culture profiling. The adoption of Covalent is being evaluated and performance regarding effective planning and operations is measured using the KPIs linked to Covalent. Bourton Group measured the impact of the programme on Leadership Wastes through performance in generating Focus, Structure, Discipline and Ownership (FSDO).