Council Plan - Corporate Theme: Organisation
Corporate Theme: Organisation
Striving for Excellence
Wrexham County Borough Council is made up of 52 elected Members and is led by a cross-party Executive Board who are supported and held to account by five Scrutiny Committees. The Senior Management Team is one of the smallest and most cost effective management structures in Wales.
Services are currently provided and enabled by around 6,000 members of staff, but in line with the streamlining of managers this number has reduced as the Council has reshaped services and continues to become a leaner organisation in order to tackle the funding pressures we face.
The Wrexham Context
Each year, the Auditor General for Wales reports on how well Welsh councils are planning for improvement and delivering their services.
“The Council has made steady progress against many of its improvement objectives, but outcomes for citizens are not consistently improving at a corresponding rate. The Council has improved its self-evaluation for the majority of its improvement priorities and data quality arrangements are more robust. The majority of the Council’s arrangements to plan and support improvement remain robust and are becoming more streamlined and efficient. The Council is well placed to make arrangements to secure continuous improvement for 2014-15”
How this theme was developed
This priority theme reflects the Council’s Organisational Development and Workforce Strategy, as well as the customer focus and consultation & engagement strategies.
The Council should ‘listen to [local people] and take notice of what they hear’
Online services mean I can deal with the Council when I want to’
The opportunity to influence decisions was a key issue for improvement highlighted by survey respondents, as well as one that has been raised by regulators.
The Council should ‘value and support its staff’
Over seven thousand people contact Wrexham County Borough Council each working day for advice and information, to request services or to report problems. We recognise that the standard of customer service customers receive will influence their view of the Council and potentially of Wrexham the place. We also recognise that customer’s expectations are rising at a time when all Councils are striving for efficiencies.
We aim to address these challenges by making the best use of innovative technology to deliver quality, cost effective services. We will invest in our on line services creating a 24 hour Council, transform our services to make them simple to deliver and easy for customers to access and we will maximise the use of social media.
We will improve the way we learn from customer feedback, both positive and negative, and use this to improve services. We will also invest in our staff, ensuring they have the skills and knowledge to support customers and resolve queries at the point of contact wherever possible.
We will improve the way we engage with local people to understand their opinions, needs and preferences and use this information to plan and deliver effective, efficient and inclusive services. The 2013 National Survey for Wales found that only 25% of respondents in Wrexham feel they can influence decisions affecting the local area. We will strive to improve the way we understand and respond to citizens so that people feel they can have a genuine influence on the local decisions that affect them.
We will monitor our success through:
|Outcome Indicator||Comparison (Wrexham 2013/14)||Wrexham 2014/15||Target 2015/16|
|Improve: Customer satisfaction with all Council services39||72%||75%||78%|
|Improve: Percentage of people in Wrexham who feel the Authority provides high quality services||51%||
|Sustain: Percentage of customers who feel it is easy to access Council services||99%||96%||95%|
|Increase: Grow the percentage of customers who are signed up to an on-line self-service account||5%||13%||15%|
|Sustain: Percentage of local people who feel that they can influence decisions affecting the local area||25%40||28%||28%|
We will achieve this by:
- Implementing a significant upgrade to our on line services providing full access to Council services 24/7;
- Promote the availability of on line services and encourage customers to use these wherever possible
- Conduct a systematic review of services, policies and procedures using LEAN principles
- Implement an element of automation to our switchboard providing quick and easy access to Council Officers and services
- Review the training and development opportunities providing to all staff in relation to customer services
- Increase the number of services for which the full customer process can be completed on-line
- Improve the analysis and sharing of data received from customer feedback, complaints and compliments.
- Review the Councils Customer Service standards
- Continue to develop our Facebook and Social media services
- Developing a programme of engagement activities being carried across the Council and promoting opportunities for people to get involved
- Improving the quality and effectiveness of our engagement activities and giving everyone opportunities to get involved, particularly the seldom heard
- Analysing and sharing the feedback we receive and using this information to shape Council services, policies and decisions
- Communicating the results of engagement activities and explaining how the views expressed have impacted on Council services, policies and decisions
- Evaluating the effectiveness of our engagement activities and using lessons learned to improve the way we engage in the future
39 Customer satisfaction measures satisfaction with services offered through the Contact Centre. The number of services provided through the centre has increased significantly over the last year and this has led to fluctuations in satisfaction levels, ranging from 65% to 82% in different quarters but averaging 75% across the year. The target set reflects an ambition to make – and sustain – a significant improvement in these figures
Wrexham County Borough Council works to ensure that the people of Wrexham are supported to fulfil their potential and to prosper, but must do so whilst reshaping services to meet the unprecedented financial challenges ahead whilst prioritizing the most vulnerable. To achieve this will require a leaner organisation, and employees who do their best work and ‘go the extra mile’ to deliver required services. We will reduce in size as an organization, but as we do we will continue to invest in our staff and their potential, both through specific training and our recently created organizational development resource. We want our employees to have jobs that are worthwhile, jobs that inspire them and to understand how what they do contributes to the success of the authority.
To build an authority that delivers positive results again and again we nurture an organisation where employees feel valued. Feedback and challenge are seen as healthy processes and there is a commitment to listen and respond.
Good leaders create the environment for employees to be innovative in how we improve what we do and the outcomes we deliver for the people of Wrexham. In short, we create a passion within the Council for customer service within Wrexham. Employees understand their unique contribution to the Council and this inspires change, creativity and innovation.
We will monitor our success through:
|Outcome Indicator||Comparison||Wrexham 2014/15||Target 2015/16|
|Sustain: Level of staff engagement (Amalgamation of employee engagement measures taken from the new staff survey)||64%||61%||61%|
|Stretch: Percentage of staff due to receive a PRCD41 who received one||85%42||92.9%||100%
|Improve: The percentage of employees responding positively that ‘I have the opportunity to develop and improve to my full potential’||50%
We will achieve this by:
- Developing and improving the workforce planning approach across the Council, ensuring we have appropriate staffing and skills in place to deliver services;
- Identifying and developing our high performers;
- Implementing and developing an integrated human resources and payroll system to improve and support the workforce planning and monitoring process;
- Cultivating positive staff engagement by developing our leaders and ensuring staff behaviours reflect the values of the Council;
- Providing our employees with the necessary skills and empowering staff to deliver excellent customer services to all our customers;
- Develop a two year reshaping programme and implement it to ensure the required revenue budget savings for 2016/17 can be met whilst fostering a culture of continuous improvement;
- Maintaining a positive and improving view of the Council amongst our key regulators and responding positively and promptly to their recommendations and proposals for improvement;
- Maintaining our commitment to Investors in People by responding to the areas of improvement highlighted within the Council’s positive reassessment;
- Phased implementation of the ICT strategy; supporting the organisation in developing new, effective and agile ways of working and introducing new transactional systems to improve customer service whilst maintaining robust and secure systems that comply with Public Services Network (PSN) requirements;
- Support and enable the Council to achieve its duties under equality and human rights legislation;
- Improve workforce monitoring across protected characteristics and review and enhance policies to address under-representation and any barriers to accessing employment;
- To continue the roll out of agile working principles for employees across pilot areas in the authority to enable improved outcomes such as increased productivity, greater flexibility of service and improved efficiency of office space
- Achieving the Corporate Health Silver Standard by 2016;
- Continue to update the Medium Term Financial Strategy to show how the Council integrates its processes for developing future strategic priorities and allocating resources to them.
42 This is taken from the 2013 Employee Survey which asked all staff if they had received an annual PRCD. However, posts such as school crossing patrols, escorts, caterers and repair trades are not covered by the PRCD scheme