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the hillingdon improvement programme - London Borough of ...

THE HILLINGDON

IMPROVEMENT PROGRAMME

A programme for excellence

www.hillingdon.gov.uk


Hillingdon Council’s vision

“A modern, well managed council

delivering excellent services.”

Cllr Ray Puddifoot

Leader of the Council


The Hillingdon Improvement Programme

3

Contents

1 Introduction by Councillor Ray Puddifoot, Leader of the Council 4

2 Message from Hugh Dunnachie, Chief Executive 6

3 Overview of the Hillingdon Improvement Programme (HIP) 2007 7

4 The HIP Steering Group 8

5 The HIP work streams 10

6 HIP achievements 2007 12

7 The Hillingdon Improvement Programme (HIP) going forward into 2008 28

8 People, Resources, Culture 30


Hugh Dunnachie, Chief Executive and

Cllr Ray Puddifoot, Leader of the Council


The Hillingdon Improvement Programme

5

Introduction by Councillor Ray Puddifoot,

Leader of the Council

Welcome to the Hillingdon Improvement Programme (HIP)

annual report for 2007. HIP is a council-wide programme,

which aims to deliver excellence as set out in my vision for

the council.

When I became Leader of the Council in 2000, it was clear

to me that we had a lot of work to do to change the culture

and operating model of the council if we were to improve the

services we deliver to our residents.

In 2003, following a business process re-engineering

exercise using external consultants, I introduced HIP as a

way of speeding up our ambitious improvement agenda. My

intention is to build a more customer-focussed organisation,

to modernise our business processes and to free up

resources to provide improved services for our residents.

From its inception, I have led HIP by chairing the steering

group to ensure that we remain focused on the needs of our

residents above all else.

HIP has already been extremely successful, helping us

to achieve financial stability, increased capacity and a

change of culture across the organisation. However, 2007

saw unprecedented change in our organisation, with HIP

delivering substantial improvements both in the way we

work and in the way we deliver services to our residents.

As Leader of the Council, I am immensely proud of all that

HIP has achieved and the changes that can be seen both

inside and outside our council.

I have said many times that the real test of how well we are

doing is what our residents think about us. HIP has delivered

many improvements in the last 12 months and looking ahead

to the coming year, our increasingly ambitious Hillingdon

Improvement Programme, which other councils are now

looking to emulate, will further improve our residents’

satisfaction with their council, our staff and our services.

Cllr Ray Puddifoot

Leader of the Council


6 The Hillingdon Improvement Programme

Message from Hugh Dunnachie,

Chief Executive

The Hillingdon Improvement Programme has played a

crucial role in helping us to make the changes we need

to deliver our vision and priorities. It has been key to us

delivering a range of improvements over the last year,

to achieve our vision - a modern, well-managed council

delivering excellent services.

By working as one council, we are transforming the way we

work, our practices and many of our buildings and facilities

– this all adds up to us being a modern council, fit for the

21st Century.

But what makes HIP so special is that we did it ourselves

– HIP is a home grown project, delivered by our managers

and staff, who have played a crucial role in helping us deliver

HIP. Our heads of service and service managers are leading

many of the cross-cutting initiatives, which are being driven

by staff from across the organisation, helping to transform

our council.

Under the three themes of People, Resources and

Culture, we have made significant progress in developing

our council, its people and the way we deliver services.

As well as putting in place the high-level building blocks,

such as re-structuring the council, sound financial

management, service reviews and a robust approach to

assessing and improving competency and performance, HIP

has also delivered a range of improvements and initiatives

that are making a difference.

HIP has also helped us to be better at sharing good ideas and

good practice across all parts of the council. Increasingly,

we are gaining a reputation as an innovative council, seen

by other councils and organisations as the leader in a

particular field.

The Hillingdon Improvement Programme has helped us to

transform the way we work and will continue to provide the

framework for even greater improvements in 2008.

Hugh Dunnachie

Chief Executive


The Hillingdon Improvement Programme

7

Overview of the Hillingdon Improvement

Programme (HIP) 2007

Most local authorities will have embarked on

change management programmes in order

to meet local challenges and respond to the

outcome of inspections or changes to statutory

responsibilities. These are often designed to deal

with a specific task and are time limited.

But how many councils have developed an

ambitious, wide-ranging and home grown

programme - and made it work? At the London

Borough of Hillingdon that’s exactly what we did.

The Hillingdon Improvement Programme (HIP)

is an internal, council-wide transformational

programme that incorporates all elements of the

council’s change and improvement programme.

The programme is directed through the HIP

Steering Group, led by the Leader of the Council,

Cllr Ray Puddifoot with Chief Executive, Hugh

Dunnachie and Cllr Douglas Mills, Cabinet Member

for Improvement, Partnerships and Community

Safety. Going forward, workstreams will involve

more cabinet members and council staff.

Other cabinet members and all of the council’s

directors are responsible for specific parts of HIP.

Launched in 2003, HIP has changed the culture

and ethos of the council and generated a muchneeded

focus across the organisation in the drive

towards council-wide improvement. At the same

time as delivering improved services, the HIP ethos

has allowed us to generate savings of £26.5m. This

means we are now able to run the council for less

than at any other time, helping to deliver better

value for money for Hillingdon’s residents, while at

the same time, see our services improve.

HIP is not only delivering the efficiency and service

agenda for Hillingdon, but it is also delivering real

improvements for residents.

In January 2007, The Leader of the Council and

Chief Executive developed eight ambitious new

workstreams to focus on specific areas of work

under HIP:

1 Leadership and direction

2 Management capability and capacity

3 Performance management

4 Organisational development

5 Finance

6 Customer focus

7 Performance improvement

8 Communications


8 The Hillingdon Improvement Programme

Cllr Ray Puddifoot

Leader of the Council

Chairman

Cllr Mills

Cabinet Member

for Improvement,

Partnership and

Community Safety

Cllr Seaman-Digby

Cabinet Member for

Co-ordination and

Central Services

Hugh Dunnachie

Chief Executive

Programme Lead

Jean Palmer

Director of Planning and

Community Services

Jeff Maslen

Director of Adult Social

Care, Health and Housing

Philomena Bach

Director of Environment

and Consumer Protection

Christopher Neale

Director of Finance and

Resources

Chris Spencer

Director of Education and

Children’s Services


The Hillingdon Improvement Programme

9

The HIP Steering Group

The HIP Steering group was set up to drive forward

HIP’s ambitious improvement agenda both at the

top of the organisation and across all parts of the

council.

Ray Puddifoot, Leader of the Council is Chairman

and overall programme sponsor for HIP, providing

the strategic leadership. He is supported by

Councillors Douglas Mills and Scott Seaman-

Digby, who provide direction for the programme.

All of the council’s directors, working with a

cabinet member, sponsor one of the workstreams,

to ensure that activities are closely co-ordinated

across the council and to monitor delivery of work

under their work stream.

Each of the workstreams is led by one of the

council’s senior managers, who ensure that

the work programme for their workstream is

delivered.

Going forward, workstreams will involve more

cabinet members and council staff.

Hugh Dunnachie, Chief Executive is Programme

Director, reporting directly to the programme

sponsor with overall responsibility for ensuring

the delivery of the programme.


10 The Hillingdon Improvement Programme

Susie Kemp Pat Blackshire Claire Palmer Paul Whaymand Steve Palmer David Holdstock


The Hillingdon Improvement Programme

11

The HIP workstreams

During 2007, a key part of the success of HIP

and the evident impact it is having on the whole

organisation, is as a result of robust leadership

and that the improvement programme is owned

corporately.

The relationships between workstream sponsors

and the managers have been strong and successful

cross working has been the key to positive

outcomes.

Examples of successful corporate working include:

• Service reviews

• Thematic reviews

• Development of the Performance and Development

Appraisal (PADA) process

• Life changes projects

Almost all of the work was delivered within

existing resources, further enhancing the

council’s approach to value for money and building

sustainability and capacity around managing

change across the organisation.

Each of the workstreams had a clear programme

of work with clear outcomes. To ensure work was

being delivered to targets, timescales and budget,

each of the workstreams reports progress monthly

to the HIP Steering Group.


12 The Hillingdon Improvement Programme

HIP achievements 2007

Leadership and direction workstream

The leadership and direction work stream was set

up to:

• establish ways of working and the split of roles

and responsibilities between the cabinet and

Corporate Management Team (CMT)

• establish clear ways of working between CMT and

the Operational Managers Group (OMG)

• develop and embed the ‘one council’ approach to

support the HIP themes and the council’s vision

- a modern, well managed council delivering

excellent services

Cabinet Sponsor

Cllr Ray Puddifoot

Leader of the Council

Workstream Sponsor

Hugh Dunnachie

Chief Executive

Workstream Manager

Susie Kemp

Head of Organisational

Development and

Performance Improvement

The leadership and direction workstream has

focused on ensuring the top levels of the organisation

are working efficiently and collaboratively, with

clear direction and understanding of roles. This

has ensured that senior mangers have been able

to take a more strategic approach to delivering the

council’s priorities.


The Hillingdon Improvement Programme

13

There has been noticeable change in the culture

of the organisation, leading to visible, improved

leadership and communication across the

organisation. Changes in behaviour have also been

identified and developed with more people wanting

to contribute to the workstreams.

A direct consequence of that change in culture is

that managers in particular, but also staff at all

levels understand what is expected of them and

are taking an innovative and “can-do” approach to

improving the organisation.

Once the Operational Managers Group (OMG) was

set up, the leadership and direction workstream was

responsible for ensuring that it works effectively

alongside CMT to add value to the decision making

process. OMG has been a successful addition to

the management structure of the organisation.

Outcomes and achievements

• Generic role profiles are now in place for

directors, heads of service and service managers,

clearly setting out roles and responsibilities of the

‘Hillingdon manager’

• A set of competencies developed for directors,

heads of service and service managers which

underpin the generic profile

• A new appraisal process introduced for directors,

which now involves the Leader and Cabinet

member in the appraisal process

• A revised simpler and easier to use Performance

and Development Appraisal (PADA) process is

now in place for all staff, who will be assessed

against the new competency framework every six

months

• Work was undertaken to develop working

relationships and terms of reference for the

Operational Managers’ Group (OMG)

• A new leadership and management development

programme (LMDP) is being introduced and

learning and development needs are being

identified to drive the establishment of the

development of the LMDP for directors, heads of

service and service managers with a corporate

management programme for team managers and

supervisors

• The council plan - Fast Forward to 2010 - was

refreshed setting out the council’s priorities for

the next three years. It was widely circulated

amongst partners, stakeholders and sent to other

councils in London. At the 2007 staff roadshows,

every member of staff was given a personal copy

of the council plan.


14 The Hillingdon Improvement Programme

HIP achievements 2007

Management capability and capacity workstream

The management capability and capacity

workstream was set up to:

• complete the development of capability needs of

all heads of service and service managers

• establish an overall human resources strategy

and plan

• identify management capability and capacity

needs at service manager level and implement

solutions in response

• develop the management talent of the council,

specifically through the establishment of a

Hillingdon Academy

Cabinet Sponsor

Cllr Ray Puddifoot

Leader of the Council

Workstream Sponsor

Jeff Maslen

Director, Adult Social Care

Health and Housing

Workstream Manager

Claire Palmer

Corporate Personnel

Manager

To ensure the council has the right people in

place, doing the right jobs, a review was carried

out of the skills and competencies required by the

organisation’s managers to deliver its vision and

priorities. This work has been key to ensuring

the council has strong managers and high quality

leaders.


The Hillingdon Improvement Programme

15

Human Resources (HR) is working with managers

to ensure to review all HR polices so that they are

robustly tested and external input is also being

used to bring expertise and experience from other

organisations.

Reviewing all the policies will also remove barriers,

perceived or otherwise, that are in the way of a

proactive, positive, fair and consistent approach to

the management of staff.

A continuous process of review and challenge will

then be business as usual for HR to ensure that

flexible and innovative development of policies

is ongoing and meets the changing needs of the

business.

Following a review of HR policies, further work is

being undertaken to look at:

• changes to the presentation and content of the

policies, including length, language, layout and

access

• enhancing skills to implement the policies (with

specific links to the management development

programme)

• organisation culture (ensuring all policies are

linked to the HR strategy and workforce plan)

• HR support to managers and the organisation as

a whole.

Outcomes and achievements

• Completed heads of service review against

competencies

• Consistent job titles for heads of service and

service managers and support services

• Introduced minimum and maximum of direct

reports at a management and delivery team level

• Implemented competencies for service managers

and completed review for approximately 90

managers. These competencies are now

incorporated into other HR policies, including the

recruitment and selection policy. They now form

an integral part of the person specification for all

posts to ensure that staff are appointed who are

able to meet the council’s requirements.

• This exercise also ensured that the implementation

of the new PADA process with competencies for

all staff was more effective as managers had had

experience of the competencies and ratings.

• Working with managers from across the

council and people from outside the council, a

comprehensive review of all 170 HR documents,

covering 80 policy areas has been completed to

make sure they are effective, efficient and fit-orpurpose.

• “Rising stars” are being identified for the Hillingdon

Academy, which was launched in December

2007.

The council is taking an innovative approach

to developing its people. As part of the work to

develop the council’s managers and leaders of

the future and improve succession planning in

the organisation, the Hillingdon Academy was

launched in December 2007. More than 30 of the

council’s ‘rising stars’ and senior managers of the

future were selected to be part of the first intake

into the academy.

The ‘virtual’ academy will provide a mix of learning

and development methods, which will include

partnerships with the business sector, offering

secondments and opportunities to work on projects

within business, as well as in the public sector.


16 The Hillingdon Improvement Programme

HIP achievements 2007

Performance management workstream

The performance management workstream was

set up to:

• review and improve performance management

across the council so that:

- there is a clear and transparent link between

council priorities and directorate and team

goals

- individual performance can be more effectively

assessed, measured and developed in line with

the council’s priorities

Cabinet Sponsor

Cllr Scott Seaman-Digby

Cabinet Member for

Co-ordination and

Central Services

Workstream Sponsor

Philomena Bach

Director, Environment

and Consumer Protection

Workstream Manager

Susie Kemp

Head of Organisational

Development and

Performance Improvement

This workstream is key to every member of

council staff understanding their role in delivering

the council vision and priorities. Its purpose was

to review, build on, modify and replace existing

performance management arrangements in order

to:

• more clearly identify the accountability for

performance and other outcomes at corporate

director level


The Hillingdon Improvement Programme

17

• specifically ensure that the new Deputy Chief

Executive role is equipped and functions effectively

in leading the drive for better management,

measurement and delivery of performance across

the council

• ensure that council priorities are transparently

translated into directorate and lower level plans

and that processes are in place so that this state

of affairs becomes ‘business as usual’

• establish measurement, reporting and remedialaction

processes and accountabilities to facilitate

the further improvement of service delivery to

residents and the efficient management of the

council

• establish a new performance management

regime for managers that supports:

- the measurement of personal performance

against council priorities

- the evaluation of performance, behaviours and

personal capability against clearly defined role

profiles for each level of management within the

council

- establish a staff incentive scheme to encourage

and reward staff for exceptional performance in

pursuit of the council’s priorities

Outcomes and achievements

• The workstream has achieved its objective of

identifying the accountability for performance and

other outcomes at corporate director level through

improved service planning. The golden thread

is now thoroughly embedded in the organisation

leading to officers have a clear understanding of

their role in delivering the council plan. This has

resulted in council priorities being transparently

translated into directorate and lower level plans

and that processes are in place so that this state

of affairs becomes ‘business as usual’. This is

evidenced through Group, Service and Team Plans

being done for 2008/9 in a more timely fashion

that will lead into the 08/09 officer PADAs.

• HIP team bonus scheme introduced to underpin

the focus on service planning and delivering

excellent services. The scheme uses a mechanism

to stretch team targets and to encourage better

team working. The first winners of this scheme

will be announced in May 2008.

• Following a thorough review of the personal

development and review forms (PADAs),

competencies were introduced for every member

of staff – six for employees and 13 for senior

managers – covering all aspects of what Hillingdon

is looking for from their staff and managers.

• The corporate learning and development

programme was reviewed to underpin the

development of employees and managers against

the new competencies.

• A value for money strategy with a robust action

plan to ensure that VFM is embedded into the

organisation and understood by every manager so

that value for money is at the heart of everything

we do as a council.

• A new performance management framework

is now in place, utilising technology to improve

monitoring across the council.


18 The Hillingdon Improvement Programme

HIP achievements 2007

Performance improvement initiatives workstream

The performance improvement initiatives

workstream was set up to:

• implement the new HIP performance / efficiency

improvement initiatives, to deliver the extra

cashable savings required by the council for

2007/8

• scope and size the performance / efficiency

improvement initiatives which will deliver the

council’s cashable savings target in 2008/09,

2009/10 and beyond, through a programme of

service and thematic reviews.

Cabinet Sponsor

Cllr Scott Seaman-Digby

Cabinet Member for

Co-ordination and

Central Services

Workstream Sponsor

Hugh Dunnachie

Chief Executive

Workstream Manager

Susie Kemp

Head of Organisational

Development and

Performance Improvement

The performance improvement initiatives

workstream has led the council-wide service and

thematic reviews, which are aimed at delivering

the dual outcomes of efficiency and excellence.

The reviews will be a regular and ongoing process

throughout the council and the outcomes will

ensure services are managed effectively to provide

services, equipment, buildings and work processes

that are fit for the 21st century.


The Hillingdon Improvement Programme

19

The improvement programme in the reviews so

far have identified a number of service specific

improvements as well as fundamental crosscutting

improvements designed to take towards

excellence and to deliver efficiencies.

The service reviews have confirmed that most

expenditure is committed to existing ways of

working, structures, processes and systems – to

modernise and realise efficiencies will require

significant improvement projects to fundamentally

changes (for example the way customers access

information and services, are sign-posted to other

services, how we process these interactions

and deliver these services. This includes the

infrastructure).

The reviews have found that areas identified as

needing modernisation and improvement in terms

of process and structure are also those that are

likely to bring savings. By achieving excellence we

will also achieve efficiencies.

Outcomes and achievements

• Rolling programme of service reviews put in

place

• Completed service reviews in Adult Social Care,

Health and Housing (identifying savings of £4.4m)

and Environment and Consumer Protection

(identifying savings of £1.7m) and started a review

of Education and Children’s Services

• Service review toolkits developed to transfer

knowledge from one service review to another,

building on good practice. The toolkit includes

guidance on:

- service visioning

- review methodology

- front office / back office split

- channel migration

- organisational development

- procurement

- communications


20 The Hillingdon Improvement Programme

HIP achievements 2007

Organisational development workstream

The organisational development workstream was

set up to:

• develop and implement structures within each

directorate below head of service level

• develop and implement structures to deliver low

cost, sustainable organisational answers

• identify and develop efficient and improved

solutions for shared and potentially central

support services

• establish the Operational Managers Group

(OMG).

Cabinet Sponsor

Cllr Douglas Mills

Cabinet Member

for Improvement,

Partnerships and

Community Safety

Workstream Sponsor

Jean Palmer

Director, Planning and

Community Services

Workstream Manager

Pat Blackshire

HIP Strategic Improvement

Manager

The organisation development workstream

has focused on developing clear and consistent

operating models for the organisation.

This has allowed structures to be put in place to

ensure a consistent approach to the implementation

of the council’s policies and procedures across the

organisation, to improve the council’s governance

arrangements and standards of internal control.


The Hillingdon Improvement Programme

21

The principles of the support service review

and the organisation development business

support models are being incorporated into the

implementation of the service review process and

methodology, so that support service structures

are aligned with new arrangements for the delivery

of services.

As well as delivering improved and consistent

working arrangements, significant savings have

also been identified. The savings will contribute to

the council’s overall efficiency targets, and some

will be used to further develop new skills.

The Operational Managers’ Group was set up to

ensure the council takes a cross-cutting approach

to key issues. This is a group of all heads of service,

which is used for:

• information sharing

• generation of new and innovative ideas

• service / performance improvement

• collaborative working.

Outcomes and achievements

• Organisational structures have been redesigned

and principles have been put in place for

management structures, with new ways of

working across all groups for generic support

services.

• The model for lower level structures in the council

was developed and an organisation development

toolkit was designed to help assess organisational

structures against the council’s model for levels

of management and spans of control. This is

now encompassed within the service review

methodology and was used in the reviews of Adult

Social Care, Health and Housing, Environment and

Consumer Protection, Legal Services and Human

Resources.

• The model also now forms part of business as

usual for the organisation and will be applied

as services restructure, as part of their drive to

deliver improvements in services for residents.

• Developed and implemented a corporate model for

administration support services. This has already

identified for delivery gross savings of £818,000

of which £230,000 will be reinvested in new skills

and areas that are currently under-supported.

• Consistent job descriptions and person

specifications developed as part of the review

of administration support services. These

included directorate (PA and administration

staff), operational business support (generic

administration and business support) and

specialist (performance/information) support

units.

• The Operational Managers’ Group was successfully

launched in December 2006.


22 The Hillingdon Improvement Programme

HIP achievements 2007

Finance workstream

The finance workstream was set up to:

• centralise finance management within the Finance

and Resources directorate

• promote and support zero-based budgeting

(ZBB) and ensure that finance best practice is

consistently and accurately in place across each

of the directorates

• ensure that financial controls are in place that

provide confidence and clarity that agreed budgets

can be managed accurately and reliably with no

surprises.

Cabinet Sponsor

Cllr Ray Puddifoot

Leader of the Council

Workstream Sponsor

Christopher Neale

Director, Finance and

Resources

Workstream Manager

Paul Whaymand

Head of Accounting

The finance workstream has supported almost all

of the other workstreams to ensure they deliver

value for money and efficiencies. A series of HIP

‘bite-sized’ events were delivered to all managers

and budget holders to ensure there is a consistent

level of knowledge and skill in the organisation

about managing budgets and the zero-based

budgeting process.


The Hillingdon Improvement Programme

23

The finance and performance improvement

workstreams have been aligned to interlink

existing work, for example around organisational

development and value for money, to deliver a

programme of organisational-wide service reviews

and the achievement of the council’s medium term

financial strategy.

In 2007, the council was able to make £15m of

savings, invest more money in priority services

and increase the council’s balances, despite major

challenges such as the under-funding to support

unaccompanied asylum seekers that come through

Heathrow Airport.

for 2008/09 and extra investment in priority

services, whilst at the same time, not making cuts

in services.

• The council’s finances have further improved,

with balances increasing from £7.2m at the start

of the year to more than £11m.

• Core competency framework in place for all

budget managers.

• Revised and targeted training programme for

budget managers with six e-learning packages in

place.

Outcomes and achievements

• The finance functions across the organisation have

been centralised, restructured and enhanced.

• A plan for implementing zero based budgeting

(ZBB) throughout the whole organisation for the

2008/09 budget is now in place

• A value for money strategy and action plan has been

agreed and self-assessment is now underway to

determine where the council currently sits within

the framework.

• Delivered a revised medium-term financial

planning (MTFF) process incorporating service

reviews, zero-based budgeting processes and

budget efficiency reviews. This has given the

council flexibility in planning its council tax rates


24 The Hillingdon Improvement Programme

HIP achievements 2007

Customer focus workstream

The customer focus workstream was set up to:

• fundamentally review our relationship with

our customers focussing on delivery that is

modern, cost effective and improves customer

satisfaction

• identify further on-going customer initiatives

• deliver the customer access strategy objectives

of providing value for money, equality of access,

greater choice of access, increasing customer

satisfaction, more efficient and effective services,

and to present as “one council”.

Cabinet Sponsor

Cllr Douglas Mills

Cabinet Member

for Improvement,

Partnerships and

Community Safety

Workstream Sponsor

Hugh Dunnachie

Chief Executive

Workstream Manager

Steve Palmer

Head of ICT

The customer focus workstream has been working

on a range of initiatives to improve the speed and

choice of ways to access council services for

residents.


The Hillingdon Improvement Programme

25

A key element of this work has been the development

of proposals for a residents’ entitlement card. This

will be piloted in 2008 and introduced in 2009. The

card will offer residents a range of benefits and

entitlements to local services, putting the residents

of Hillingdon first and at the heart of everything

the council does.

Outcomes and achievements

• The feasibility study for the introduction of the

residents’ entitlement card was completed.

• Four life changes projects were started to provide

the full-range of service information to residents

who have or who are planning to go through major

changes in their lives. These are:

- bereavement

- the transition from primary to secondary

school

- moving to and from benefits

- information for people who are aged 64 and

over.

The anticipated outcome from these projects is for

improved access for our customers to information

that they need, developing more opportunities for

them self-serve, with faster access to information,

24-hours a day, seven days a week.

• By changing the processes in environmental

services, residents now receive improved services

when reporting issues about abandoned vehicles,

waste services, street cleansing, environmental

enforcement, parks and open spaces and grounds

maintenance.

• By improving and extending the council’s client

indexing system, the council is able to gather more

detailed information about customers, improving

the ability to plan for future service needs and

demands.

• The council’s customer records management

system OneServe was developed to include

the recording and management of members’

enquiries, improving the service.

• The Institute of Customer Service (ICS) training

programme was rolled out for 76 front-line

staff who were presented with professional

customer care accreditations in December 2007.

This programme has enabled staff to develop

skills to improve the customer experience and

promote the reputation of Hillingdon Council as

one that delivers excellent customer service. We

are looking to extend the use of this scheme in

2008/9.


26 The Hillingdon Improvement Programme

HIP achievements 2007

Communications workstream

The communications workstream was set up to:

• provide communications and change management

support to the work being developed in the other

workstreams

• provide expertise and leadership to identify

communications issues for each of the

workstreams so that managers and staff

understand and accept the changes that come out

of HIP

• improve internal communications.

Cabinet Sponsor

Cllr Douglas Mills

Cabinet Member

for Improvement,

Partnerships and

Community Safety

Workstream Sponsor

Chris Spencer

Director, education and

childrens’s services

Workstream Manager

David Holdstock

Head of Corporate

Communications

The communications workstream underpins the

other seven workstreams to ensure staff and other

key people understand the overall HIP initiative, as

well as individual elements of work under each of

the themes.


The Hillingdon Improvement Programme

27

A staff survey was carried out in December 2006 to

ensure the council was able to benchmark levels

of awareness and understanding. This allowed

comparison against a survey carried out in

December 2007 – 12 months on. In addition, staff

were asked key questions at the staff roadshows in

October 2007, to further gauge levels of penetration

of key messages.

A range of communications tactics were employed

throughout the year, to ensure key messages were

disseminated as far and wide as possible. These

included:

• teamHillingdon

• staff roadshows

• HIP ‘bite-sized’ briefing sessions

• posters

• Horizon (the council’s intranet)

• e-mails

• Managers’ briefings

• teamBriefing

Outcomes and achievements

• 83% of staff understand HIP (up from 54% in 2006)

• Council vision - The council’s vision is now clearly

displayed throughout council buildings, on every

telephone screen. It has also been reinforced at

every opportunity, particularly in HIP briefings,

to ensure every member of staff, irrespective of

position or grade, understands it.

• teamHillingdon - As part of improving the council’s

internal communications with its staff, a new staff

newspaper was introduced in September – team

Hillingdon. This is also available in an electronic

format and as an audio download for staff with

visual impairment.

• HIP week - Successfully delivered, with

workstream managers, a series of events for

HIP week to raise awareness amongst staff. This

was followed up with publicity about the various

events.

• HIP team bonus - Delivered awareness campaign

to promote HIP team bonus to staff

• Achievement posters - These have been redesigned

and re-branded and are now refreshed

every two months.

• Managers’ briefings - An electronic briefing for

managers was developed, which is sent out by the

Chief Executive to all managers. It contains key

information about HIP.

• Horizon - The HIP pages on Horizon were

completely refreshed and updated. This includes

an A-Z of HIP, details about the HIP Steering Group

and its members, and other HIP news.

• The HIP champion forum (a group of staff from

across the council) was refreshed with new

members. The group has fed back on issues such

as sickness management, teamHillingdon and

making Hillingdon a greener council. They now

have access to their own, shared drive, giving

them regular HIP updates.

• HIP bite-sized events - Developed concept and

provided communications support for the ongoing

series of short briefing/information sessions for

managers. These included:

- PADAs

- budgets

- zero-based budgeting

- service planning

• Developed breakfast sessions with the Chief

Executive, to complement lunch sessions with the

Leader of the Council - These are now monthly due

to the high numbers of staff who want to attend.

• Service reviews - Communications strategy and

plan template developed and introduced for the

service reviews. Work is now ongoing with all of

the directorates to develop communications for

the next phase of the service reviews.

• 1,600 staff attended the staff roadshows - Although

not exclusively HIP, these were a key vehicle for

the Leader and Chief Executive to speak to all staff

about the progress of the council, including HIP.


28 The Hillingdon Improvement Programme

The Hillingdon Improvement Programme Going Forward into 2008 –

Building on our strengths

The programme for HIP going forward will set

even more demanding and challenging targets. It

is about constantly looking for new improvement

initiatives as well as building on our success to

date.

HIP will remain the council’s primary initiative

to deliver improvements, efficiencies and the

council’s transformational service agenda.

Further developing the work delivered during

2007, HIP will be widened to become even more

ambitious in its aims. To do this, we will involve

more Cabinet members and senior officers to help

drive forward and monitor progress.

Going forward, as well as performance and

process improvements, there will be more project

orientated workstreams.

The Hillingdon Improvement Programme going

forward into 2008 will now comprise of the

following 13 worksteams;

• Organisational Development and Performance

Improvement

• Customer Experience

• Estate Management

• Harlington Road Depot

• People Performance Capability and Capacity

• Waste and Energy

• Finance

• RAF Uxbridge

• Procurement

• Building Schools for the Future

• Affordable Housing

• Policy Initiatives

• Communications

“The Hillingdon Improvement Programme will

build on its success to date but also develop a bold

approach to what is achievable and deliverable”

Cllr Ray Puddifoot

Leader of the Council


The Hillingdon Improvement Programme

29

HIP Going Forward Programme - Work streams Cabinet Lead, sponsors and managers as identified below:

Work stream Cabinet Lead Work stream Sponsor Work stream Manager

Organisational Development and Performance

Improvement

Cllr Douglas Mills

Hugh Dunnachie

/DCEO

Susie Kemp

Customer Experience Cllr Douglas Mills Hugh Dunnachie Steve Palmer

Estate Management Review Cllr Jonathan Bianco Jean Palmer Paul Whaymand

Harlington Road Depot Cllr Jonathan Bianco Hugh Dunnachie Bill King

People Performance Capability and Capacity Cllr Scott Seaman-Digby Jeff Maslen Pat Blackshire

Waste and Energy Cllr Ray Puddifoot and Cllr Sandra Jenkins Philomena Bach Kevin Byrne

Finance Cllr Ray Puddifoot Christopher Neale Paul Whaymand

RAF Uxbridge Cllr Keith Burrows and Cllr Douglas Mills Jean Palmer Jales Tippell

Procurement Cllr Scott Seaman-Digby Christopher Neale Susie Kemp

Building Schools for the Future Cllr David Simmonds Chris Spencer Bill King

Affordable Housing Cllr Philip Corthorne Jeff Maslen Neil Stubbings

Policy Initiatives Cllr Ray Puddifoot and Cllr David Simmonds Philomena Bach Kevin Byrne

Communications Cllr Ray Puddifoot Chris Spencer David Holdstock


30 The Hillingdon Improvement Programme

People, Resources, Culture

To help ensure that all staff understand the impact

of work under HIP, the programme is delivered

under three themes:

• What success looks like: A well-managed council

with a structure that ensures the right people are

in the right places doing the right jobs.

• What it means for staff: Through strong and

inspirational leadership, the council will have

clear priorities, a strong performance culture and

will reward staff.

• What success looks like: The council’s finances

and resources will be managed effectively to

provide services, equipment, buildings and work

processes that are fit for the 21st century.

• What it means for staff: All staff will have a

role in delivering value for money services of a

consistently high standard.

• What success looks like: A modern council that

has a ‘can do’ culture, with all staff, councillors

and contractors supporting each other to work as

‘one council’.

• What it means for staff: Every member of staff will

feel proud to work as part of ‘team Hillingdon’.

This simple approach has helped get buy-in from

staff across the council. In the latest HIP staff

communications survey (December 2007) three

quarters of staff were able to identify the three

themes of People, Resources and Culture.


The Hillingdon Improvement Programme

31

What people have said about HIP

The Hillingdon Improvement programme

Delivering excellence

“The new PADA form has made it possible for all

employees to be clear about their individual targets

and how they contribute to the council’s vision and

the service priorities. The process and expected

competency standards provide senior managers

with a clear overview of officers’ performance and

developmental needs. This also allows exceptional

and under performers to be identified.

The process enables managers to measure progress

towards meeting the targets identified in the service

plan by focussing individuals on clearly defined

priorities. This provides a clear link to the group and

council plans.

Importantly, all employees across the council are

engaged in the same process creating a common

understanding of the aims and objectives of the

organisation.”

A key member of the PADA working group, Pauline

Nixon, Head of Access and Inclusion Education

and Children’s Services

‘’In bringing together education, social services and

health professionals, through the Every Child Matters

agenda, the organisational development model is

an invaluable neutral tool to achieve integrated

structures, without the perception that either a

social care or education organisational model is

being applied. The model has therefore become an

important reference point for all the change we are

considering.’’

Julian Wooster

Deputy Director, Children and Families

Education and Children’s Services

“The new corporate model for administrative support

services has been successfully implemented in

Education and Children’s Services with the welcome

addition of a new post of business support manager,

funded by the savings identified for re-investment in

under-supported areas.’’

Sarah Harty

Head of Resources, Policy and Performance

Education and Children’s Services

‘’The HIP Organisational Development support

services review identified gaps in key support skills

across the organisation and released resources to reinvest

in under supported areas. The implementation

of the new corporate model for administrative

support in Planning and Community Services enabled

the directorate to restructure support services. The

resources released through the review allowed the

directorate to recruit key support and performance

specialist staff.’’

Alan Dalton

Interim Head of Community Safety

Planning and Community Services

“HIP is enabling managers to drive forward the

improvement agenda for the council”

Response to HIP communications staff survey

HIP has brought better communications all round and

much clearer leadership – I know where I am aiming

to go.”

Response to HIP communications staff survey


www.hillingdon.gov.uk

9412

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