Delivering Successful Outcomes | ERAD's Need for Action
is to ….. | What will the DMB do? | Already achieved? | To do in 2006/07 |
|---|
1. Deliver Partnership Agreement priorities | Establish a clear outcomes basis for explaining our Departmental priorities | Lead the new focus on outcomes | Outcomes as a management tool established and shared with Department, ERAD Family and stakeholders
Articulated strategic platform in outcomes terms | Consolidate outcomes process in business planning, strategy development and relationships with ERAD Family
Consider potential progress by 2011 against outcomes |
Support Divisions in focussing effort on Departmental priorities | Extend project management techniques to attach to PA commitments | Regular reports to DMB on both PA and Departmental Plan priorities | More regular reports to DMB/Ministers from project/programme team leaders, based on programme board operation |
2. Improve performance and reduce bureaucracy in public services | Test alternative ways of delivering Departmental outcomes | Encourage divisions to question delivery methods through business planning processes | A start with Efficient Government (see below) | Further progress with the "On the Ground" initiative |
| Take a corporate responsibility for evaluation of initiatives (similar to audit programme) | Consultants making a start, in connection with strategic platform work | New Head of Analytical Services Division to initiate formal programme of evaluation at arms length from policy/delivery teams |
3. Contribute confidently to the formulation of Ministers' strategies and policies | Ensure "joined-up" policy development | Support each other in ensuring that policy approaches are sufficiently imaginative | Strategic platform work a good example | Corporate input to Spending Review and its preparation |
| Joined up strategy approaches (e.g. sustainable development, rural) | | |
Better evidence base for policy decisions | | Appointed Chief Scientific Adviser | CSA to devise and implement new approach to integration of science and analysis |
Further improve our profile and links with other administrations | | Joint meeting with DEFRA Management Board planned
More effective contacts by Group Heads with opposite numbers in Whitehall | |
Improve our profile and links with Europe | | Major events in Scotland during UK Presidency | OECD Rural Conference
Other "show-off" events |
Putting the People of Scotland First | ERAD's Need for Action
is to ….. | What will the DMB do? | Already achieved? | To do in 2006/07 |
|---|
1. Deliver professional, responsive services to customers/citizens | Ensure a clearer focus on delivery | Develop a risk management approach | DMB monitors Business Plan implementation | On the Ground implementation
More involvement with the Convention of the Highlands and Islands |
More visible senior staff on platforms explaining Ministers' policy (since Ministers can't be everywhere) | | | |
2. Develop stronger partnerships with ERAD Family and stakeholders | Continue to build effective ERAD family and stakeholder engagement | Continue to develop stakeholder relationships by reviewing the range of our relationships | Highly developed stakeholder engagement now in place across the Department | Routine newsletter to 300 external stakeholders
Improve ERAD website pages
Quarterly meetings with NDPBCEOs |
More strategic communication | Improve Department's links with Communications Team
Develop communication plans on individual issues | Strategic Communications meetings with Ministers | External communication organised clearly around strategic campaigns |
Short term media management better organised and more joined up with ERAD family | | Monday morning meetings | |
3. Better coordination and integration of policies and services | Co-ordinate land management issues | Build on best practice policy co-ordination in the Department | Developing ideas for rural development policy in which agriculture incentivised to deliver more public value. | RW to invest more time in Dumfries and Galloway CPP
Develop links with other CPPs more generally
Contribute to public sector reform agenda
Contribute to cross cutting initiatives - e.g. the elderly, obesity, regeneration |
Need for improved co-ordination of fisheries and marine environment policy | Build on best practice policy co-ordination in the Department | Departmental restructuring provided platform for further improvements in marine policy | |
Developing our People | ERAD's Need for Action
is to ….. | What will the DMB do? | Already achieved? | To do in 2006/07 |
|---|
1. Improve our leadership capacity | Improve the results for ERAD from the employee survey towards the SE average | Ensure that senior managers set out a clear vision of where ERAD & SE is headed
Ensure that senior managers set a good example in the way that they work, including a commitment to sensible working hours | Employee survey results for ERAD analysed, discussed with staff and actions followed through | Contribute to corporate work on senior management visibility |
Identify and support the leaders of the future at all levels | | | Succession planning and talent management issues to be discussed regularly by DMB
Commission a cost-benefit analysis of running development centres to identify talent |
2. Develop skills and professionalism at all levels | Ensure that ERAD is a high performing Department by identifying gaps in skills and ensuring that appropriate and timely action is taken to address them | Ensure that the initiatives in place - PSG, Skills for Success, Business Plans and Divisional Learning Plans - are used | Revised remit for DoP sub-committee approved
Analysis of information from Skills for Success profiles for Band C staff commissioned
DMB and DoP sub-committee started to identify Departmental training gaps
Divisional Learning Plans commissioned | Outcome of analysis for Band C staff to be discussed by DMB
Learning and development needs to be identified and prioritised in line with business need
DMB to ensure poor performance is addressed
DMB to monitor and ensure effective implementation of new Learning Strategy |
3. Value diversity | Continue to support a culture where individual differences are respected and valued | | Diversity information monitored and benchmarked | |
4. Take personal responsibility for performance and innovation | Ensure that all staff understand how they contribute to The Big Picture | Ensure that managers know what is expected of them | Developing our People guide approved for issue | Consider running workshops/presentation on role of managers |
| Encourage Divisions to identify best practice and ideas | | Commission Divisional Heads to identify and share best practice |
5. Improve the way we listen and communicate with staff | Improve Department-wide internal communication so that all staff are aware of the wider picture | | New ERA
Meetings with Divisional Heads
Cascade briefings | Further improvements to Communications (e.g. Marine Group newsletter)
Consider how to get communication from bottom up (e.g. 'email Richard mailbox') |
Building the Best Business Practices | ERAD's Need for Action
is to ….. | What will the DMB do? | Already achieved? | To do in 2006/07 |
|---|
1. Further improve the quality and effectiveness of our work | Deliver excellent results and share best practice with other Departments | Put in place the systems and training and development opportunities needed to achieve this | Good performance on PQ and MCS targets
Ministers recognise quality of briefing | Consider setting up central resource for writing speeches |
2. Clearer accountability and value for money | Ensure best value decisions are made and that individual accountabilities are clear | Put in place the formal delegations for budget holders and review the processes in place for delivery of projects, consideration of risk and evaluation of programmes | Outcome basis for new organisational structure
ERAD Finance improving reports to DMB
Audit Committee now functioning more professionally | Clear delegations to individual officers
Complete audit risk plan and keep under review
Apply Project Management thinking |
3. Improve our HR and finance functions | Develop our business planning to enable flexibility and responsiveness to changing circumstances | Improve monitoring of expenditure and HR issues | Instituted workforce plans, regularly reviewed at DMB | Improve ERAD Financial management, following a review involving staff
Introduce Balanced Scorecard approach for key information
Better use of deliberate managed moves policy |
4. Improve efficiency and productivity | Make the most of every £ of our programme and DRC budgets | Take forward On the Ground and seek out new efficiency opportunities | Co-ordinated Efficient Government programme from ERAD and family | On the Ground
Better future planning with an eye on efficiency
Significant potential in new Operations Group, with Consultants' support
Consider establishment of central sponsorship unit for NDPBs |