The Blueprint journey so far…
- Back in August 2013 – we invited all staff to attend a briefing session which was created to help us transform our vision into reality.
- The purpose of the Blueprint was to outline the way we want to operate in the future. Our organisation is often represented by the house. It will set out the way we want to deliver services for our customers, as well as how our people, technology, accommodation and processes interact
- The only way we could do this successfully was to get staff involved who understand the organisation and co-design our own Blueprint.
- The Blueprint has been guided by the Strategic principles that were developed co-operatively with members, senior officers and staff.
Step 2– Our Strategic Principles
The new principles for ways of working in the future were developed as part of the Blueprint having received valuable input from staff.
Vision & Strategy
- be a co-operative council delivering our values
- work with our customers, communities and partners as one joined up team to serve our city
Customer & Channels
- know our customers’ needs and preferences and proactively manage their expectations
- make it easier and faster for customers to interact with the council
- ensure customers and communities are informed and able to influence the council’s decision making
- have a consistent and accurate view of the customer demand on our services
Commissioning & Service Delivery
- use customers, communities and partners to deliver or commission services
- prioritise, stop, change and grow services so that they fit within our financial budget
- support partners to develop capability to help us commission from them
People, Organisation & Culture
- be a leaner, more adaptive organisation employing a creative, innovative, empowered and resilient workforce
- have the right organisation structure, capacity, skills and knowledge to deliver our priorities
- deliver change and have a positive culture collaboration, commerciality and continuous improvement
Process & Transaction
- have removed all unnecessary processes
- have become outcome and cost focussed through simplified, standardised and clearly communicated processes
Technology & Information
- understand what technology and information we need to deliver against our business needs
- treat information as an asset and protect it
- have more integrated information (e.g. customer, management) with partners, facilitating better co-operative working
- have the right buildings in the right places to deliver our outcomes and support collaboration with partners
- align assets and buildings with our priorities, maximising their value for the city
Planning & Performance
- jointly plan how we use our people, money and assets with our partners and communities
- drive organisation and personal accountability and performance using a data led mentality, measuring the right things
Step 3 – September 2013 Workshop – Painting a picture of the future
- A representative group of 100 staff from all levels across the organisation attended the workshops to help decide how the council could do business in the future; what needs to change and what our future might look like.
- Groups were formed to review a different part of the organisation (i.e. a different room in the house).
- Staff said they enjoyed the opportunity to contribute. Workshops were fast paced and high energy, with discussions, feedback and thoughts from everybody captured.
- A member of SMT introduced each of the sessions to demonstrate their commitment and provide increased visibility.
- An example of a house (split into 8 different sections – as shown in Step 1) was used to show how the blueprint will set out how we want our organisation to operate in the future, each of these sections were considered.
- The content of the workshop was to focus on a particular area and what Plymouth City Council would look like in the future, based on the agreed principals.
- We received a lot of positive comments about this kind of engagement activity, allowing staff to get involved and contribute their ideas to co-design the blueprint.
View photographs from the Blueprint sessions
Step 4 – October 2013 Workshop – Art Exhibition
- This was an informal session where all staff was given the opportunity to see what had happened from the September session and help start to build up a picture of what staff think our organisation needs to look like in the future.
- A total of 79 members of staff attended the feedback session.
- These comments were then consolidated and helped to feed into the development of the blueprint which is a great example of co-design.
Step 5 – Listening to the staff feedback from the workshops
- As a result of the staff feedback from both the September and October sessions, we are happy to see that the staff can have an impact and can help shape the future of the Council.
- We want the confidence levels to grow, to ensure we can continue to involve staff at these types of sessions to help us co-design our future Council.
Staff comments on the sessions:
Found session very informative and thought provoking ...
Good to talk to staff from different departments with different perspectives ...
I thought that today’s session went very well and everyone had the opportunity to not only share their views but also to discuss these with colleagues ...
I really enjoyed today – feedback sessions can sometimes be somewhat dry but this was engaging and a lot of fun – thank you ...
... Has been very useful to be able to write my thoughts against points on the boards. Very hopeful things will be adopted and points listened to ...
Staff suggestions for future sessions include:
Make it clear to managers it is important for people to attend these kinds of sessions...
I need to understand what we have to deliver before I can be confident we are designing an effective organisation...
Talk more collaboratively about the feedback given...
Very high level so far, more detail needed for staff in order to plan
Step 6 – Next steps…
- Using the staff feedback, we know our future council needs to be quite different to our current one.
- It will need to look and operate very differently in order for us to be successful, so we will need to make a lot of changes to the things we do and how we do them.
- In order to know what we need to do in order to become this future council, we need to know where we are currently. We will then be able to measure the gap between the two states.
- Senior managers have been working to assess our current state so we can plan and prioritise what needs to change in order to close the gap and get us to where we want to be.
- Many of these changes will be delivered through our transformation programmes.
Step 7 – Transformation Programmes
- The following programmes are currently being developed and further information outlining the agreed plans will be available soon:
- Integrated Approach to Health and Wellbeing Programme
- Growth, Assets and Municipal Enterprise
- Customer and Service Transformation Programme
- Co-operative Centre of Operations Programme
- People and Organisation Development Programme
Step 8 – Reminder…
We are always happy to hear suggestions and ideas of how you would like to continue to be involved at this exciting time.
We look forward to hearing from you - please feel free to contact us by email at email@example.com or call us on 01752 307565.